Latest / The Business of Alignment - Powered by The E1B2 Collective / Behind the Scenes (Management 3.0 Podcast)

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Behind the Scenes (Management 3.0 Podcast) · The Business of Alignment - Powered by The E1B2 Collective

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Developer partnership, director, podcaster, and founder of the
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e1b to Collective a company working to change the way
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organizations design work and implement the employee
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experience. So thank you so much for joining
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us, Anthony, or maybe I should call you AJ.
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Thank you so much, I appreciate it.
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Yeah, let's just let's just go with AJ for a bit.
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Let's say that AJ find great haste will get into your money
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job titles and many hats and organizations in just a moment
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but we do her. In a podcast is we always start
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with same question and that is what does happiness mean to you?
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And what setting? I think there's a couple
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different ways I could go with it.
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So what setting do you feel like a answer?
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So we leave it all quite broad. Some people try and answer it in
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a work setting, but other people find it easier to kind of go and
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look, you know what has happened?
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Is in general. I'll give both.
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So in a work setting, I think happiness for me is it's just
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Making sure those that I lead as well as myself are in an
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environment that is contextual. And so what I mean by that is I
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personally as a leader, I try to really understand every single
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person that I interact with their communication Styles
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preferences, how they want to work, how they want to interact
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with me cadences of meetings, workflows all that good stuff.
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Like I get really, really detailed and trying to
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understand how they want to experience work and how they
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want to. Experience, the career mapping
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goals, or how they want to experience the time and the
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output that they actually do. And so, like, I just like to
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curate that entire experience, because I think that will give
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them happiness. And then, for myself, I, I look
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for that as well, from a work perspective, and then on the
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personal side, happiness right now was I think really just
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finding finding a groove of a balance of good communication
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between mother's family members Partners, things of that nature.
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You're just trying to find a really good pattern that that we
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all can have a really good healthy relationship and so
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that's kind of happening personally right now.
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So I hope you got that. Hey, so as we mentioned, you
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were many different hats and already in the intro, that was
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very clear it. So what do you consider your
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what do you consider your main area of expertise concentration?
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And you know, are you that HR leader a private developer
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partnership manager? Or, you know, do you do all of
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them things at the same time actually are is there any?
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Is there actually A difference between all of those or they're
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just nuances. Yeah, so I do a lot, you know,
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so you know, I, you know, so I have a lot of time, you know,
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doing Partnerships and structuring those Partnerships
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that can drive sales and I can drive, mergers Acquisitions
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Integrations. I am a thought leader in the
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space. I am a Founder in the space.
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I'm a product guy in the space. So I have a lot of, you know, of
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a strategist in the space as it pertains to people strategy and
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operations and putting teams together.
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Sir, and so I think, you know, just with the multiple projects
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that I always have going on at one time, it gives me an ebb and
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flow of different responsibilities.
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So, some days, I'm an advisor, some days, I'm a Founder some
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days, I'm internal working for, you know, something for my
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day-to-day perspective on Partnerships and sales some days
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and try to recreate product. And other days, I'm just having
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one-on-one meetings and just trying to do the more
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traditional employee experience thing.
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So it just really depends on what I'm working.
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Yeah. Hey so it was often the case
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with people who do so many different things and you already
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said it, you're a thought leader.
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There is I'm guessing this overarching goal and
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professional Vision or belief that kind of guides, all of
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these, all these different parts of it and for you, that is what
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an employee experience. But maybe a certain type of
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employee experience. Can you maybe kind of go into
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that a little bit deeper? Yeah, everything circles around
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putting employees. First that's like, that's
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literally the core of everything that I could everything circles
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around putting employees. First contextualizing, the
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Variants and then building tools technology and resources that
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can support that overall arching goal.
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Because I think, when people hear putting employees first,
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you think of okay, well, we'll have a thoughtful one on.
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One will do a pulse meeting will do.
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So, some really high level, like things will talk about their
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careers, their passions, things of that nature.
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But from my perspective, I like to try to build technology tools
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resources and strategies that can be baked into the Fabrics of
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a company where it's not a nice to have.
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It's not something you have to intentionally think about it's
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literally baked into the Fabrics of what you do in your head
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accountable to it as a leader or the cup.
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It's literally what stands the company upright.
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So putting employees first that centralized focus of everything
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that I do. Yeah.
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That's that's very aligned with what we do at management 3.0
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where you know we think that is just the essence of everything
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and it starts with their culture and it's not some kind of a
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thought or atom that you know, some CEO can go over Hey, you
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know, which are would be nice. Exactly.
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Something, please first. And all that comes from from,
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from getting out that in this should be first nature person.
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Hey, so you've obviously written and spoken and worked
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extensively in the realm of employee experience and
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workplace culture. Wow.
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How did you get interested in into this in the first place?
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And why do you feel that this is such a vital part that you kind
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of put your whole weight behind it and do all these different
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things in that, in that realm? Yeah, I'll keep that one simple
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but it's a long story. I am so I started a company in
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nineteen and we quickly grew to 200 full-time employees outside.
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So, as you can imagine, that's really scary, really exciting,
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you know, being 19, 20 21, the the financial perks that come
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with that are obviously pretty exciting.
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The professional recognition and the the bragging rights to a
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certain degree. If you want to look at it that
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way are pretty exciting as well. Not a lot of my friends.
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That time we're doing anything close to that, but what they
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didn't understand the, the scary, the the scary variables
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of that work, the, the lonely variables of that work, the
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unknown variables of that work worthy, the leadership and
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people ABS part. And that's frankly, actually
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just got off a call with the partner and we're positioning
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our product to try to get in front of startups and small
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businesses and that was something I was sharing with
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her. Is that, you know, I want to be
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thoughtful about how we're positioning this product,
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because a lot of startup Anders like myself at that time are not
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taking enough time to learn and develop themselves around
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leadership and people operations in the strategies that hold
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those things up, right? So they're not taking the time
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to truly understand how to go about 101's.
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Internal Communications, you know, you know, team design,
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creating Performance Management processes.
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That actually are Equitable that drive motivations like Founders
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are not thinking about this leaders bitching about the
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product. Right.
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Yeah. In the beginning of that
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process. So you figure that's called at
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zero employees to 500 that comes as an afterthought.
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And so, to answer the question directly I as we were, you know,
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getting towards 300 employees, going into our third year, I
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made a very crucial mistake and did not have a one-on-one
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conversation with the most important person of inside the
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company that was connected to Under Armour who were are our
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product and service integration partners and Frankly, we were
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getting 95 percent of our revenue from Under Armour.
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And so after about seven tries of that individual trying to
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have a one-on-one with myself and seven times me denying that
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one-on-one and chasing girls are going to, the bar are whatever I
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did at the time. He said, well, I'm leaving the
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company and I said, whatever, I don't care.
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And then, eventually a dawned on me that I do care and that not
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only had a humanistic level that I care it actually affected the
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business, it went to zero. Under Armour left looked at as a
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red flag and every single partner and employee didn't
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appreciate the way that I handled that situation and that
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was the linchpin. So that's how I got into this
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space. That taught me.
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You could never make that mistake.
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Again, you have to focus all of your energy and righting that
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wrong. And so, that was kind of the
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beginning of this, this overall Journey that I'm on today,
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that's amazing. And thank you so much for
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sharing that personal story and, you know, thanks for sharing a
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mistake because I think that's where we learn often most From
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Matt. Hey, so is that then when you
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kind of, you know, you found it e, 1 b 2 which is you know what
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you described as human first Collective of Brands and
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practitioners and that was in 2019.
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And so can you tell us a little bit about what, e1b, to beans,
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what it stands for and, you know, did that come out of that
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mission of kind of helping people don't make the mistakes
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that you just made? Yeah, it was kind of connected
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to that but that was, you know, you won't be to later years
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later. But um, so after that company, I
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went on to do Ooh, some cool things.
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I went in houses ahead of people assumed very intensely, 45
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minutes a day 7 days, a week around all this work.
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And So eventually throughout starting another business going,
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internal was ahead of people. I eventually found myself having
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a lot of issues with. I think the way that traditional
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HR teams and leaders were approaching the world of work.
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And as I was ahead of people internally, I kept seeing little
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gaps. So I would see a cat a gap in
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like the people analytics in like, big day.
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And Predictive Analytics and how to put teams together and how to
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recruit better. I kept seeing little gaps there.
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I kept seeing gaps in D and I kept seeing gaps in their
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recruiting Communications and employer branding.
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I kept seeing gaps in internal comms, I kept seeing gaps in
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compensation and I kept seeing all these little gaps and so, I
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said to myself, I don't know where I was, but I was listening
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to a podcast driving somewhere, I'll never forget it.
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And there was a podcast by Gary Gary vaynerchuk, who I, Think we
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all know at this point, everyone knows him for his motivational
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concept. What people don't know is he
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actually runs a company called Vayner X.
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It's a holding company. So he's building the biggest
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communication holding company in the sector and I said to myself,
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well, why is there not a holding company for the people sector?
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Because if we all would have put our business casual for just a
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moment, there are so many different verticals of people,
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right? You have on the product and
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service inside you have internal comms, you have d&i yet.
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Forest Management Systems you have HR systems recruiting
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systems. That means there's so many I
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could just keep going on and on. Yeah.
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And so I said to myself, well, I want to build out something in
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every single sector and I started to do that.
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And so, the e1b to Collective employees first business second,
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that's what that stands for awesome.
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That was my goal when I set out. And so my goal was to build a
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company and every single one of those sectors and do that in a
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partnership Community structures.
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So every time I start a new company, I find partners that
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are doing that work. Well I bring a new twist to how
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to do it better and I go from an idea to usually 12 to 15 to 50
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employees and partners pretty quickly by taking a Partnerships
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approach, and bringing a slight little twist that I can bring to
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what they're already doing. Well, or sometimes I start from
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scratch, IE Beyond brand, and some other projects.
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So that's a nice little Roundabout for you.
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Yeah, it is. Hey, so up till now, we've been
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talking about you about, you know, I play experience and how
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medication and all these kind of sort of.
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Yeah, well, these things, and why it for you.
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For example, it was incredibly important how your whole company
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kind of fell apart after that AJ.
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But in your own words, do you want to share with our
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listeners? Kind of what for you to tangible
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benefits, are in kind of adhering to a people first
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culture and focusing on employee happiness and well-being.
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Yeah, grows the bigger business objectively.
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Yeah, it's not Just the altruism, isn't it?
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Yeah, it's yeah. It's all people all the time.
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Let's assume that you don't care because like, some people don't
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and that's what I realize that some people.
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Some people like just love their husband or just love their kids,
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just love their spouse or just loved her family.
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Like some people don't love other people like and and I know
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that sounds crazy but like, I don't want to say that's okay.
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Because I don't believe that human being level.
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That's okay. But in a disabling, if you don't
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care about that, like if you're at that, it's not what drives
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you then do it, because it literally grows a business
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understand that putting employees.
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First. Like let me give you a practical
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example, putting employees. First, at the beginning of
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recreating, your recruiting structure and systems is a good
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idea because you'll find better Talent meaning.
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If you go to every single employee that you've already
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recruited and say, how could we have recruited and communicate
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it, and supported you better during that hiring process and
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onboarding process and you took all that data and you actually
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go back to your engineers and your teams that have the
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technology of the needy they built.
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And you go back to your seat row, row, your leaders and you
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really sit down and ask Yourself.
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Okay, how can we take this data? This, these insights that are
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completely from the employees around the people that we just
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got down hiring and the giving us, this is how we could do
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things better. How can we bake that into how
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we're going to recreate our recruiting process?
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That makes a lot of sense because they're literally going
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to tell you. Hey here's how I probably would
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have been more excited joining the team.
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Here's how you could have improved the onboarding process.
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Here's how you could have made. Sure that I was more aware of
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what the actual company was about.
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And I See the productivity numbers over that 90-day 120-day
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window. Probably would have went up,
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which means alignment of teams would owe them when it would
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have went up. Which means you probably would
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have got a lot more work and had a lot more productivity which is
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all connected to sales. And so that's a small example
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but that's kind of how I think about it.
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Let's put employees at the center of our strategy first.
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Like just get the employees data first and then get the suits in
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the ties and Executives and the subject matter experts involved,
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and have them take that data and couple that with their subject
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matter, expertise that yes, yeah, yeah.
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And that's so important to get into people's heads and I
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sometimes hear especially now with, like, oh, recession
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coming. We got to go back to the bottom
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line, and get a good rid of all of this people first.
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And I'm like, yeah. But the bottom line is the
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people first thing because you're gonna, yeah, you're gonna
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you're gonna lose out otherwise. Do you think like, you know,
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just the biggest challenge, Or companies to building.
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Like, you know, this positive work environment and having
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these people first environments is sometimes their CEOs or the
14:45
people that are kind of The Gatekeepers of this, or do you
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see any other big challenges to creating these environments?
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The big challenges is the timeline and timing you know the
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big challenge is and I just dealt with it recently.
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The big challenge is if a company of any size is going
15:04
through a merger going through an acquisition doing An org
15:08
reshuffle, raising New Capital. It always seems like things that
15:13
are on the more business or product or service side of the
15:16
business, or the marketing side of the business.
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It usually trumps the people side.
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And so, that's always the biggest.
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I think hurdle that we all come come across is that you have to
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find a company that is not dealing with a lot of other
15:30
things. A psychology of a leader that
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understands his work and frankly, I'll leader a I'm
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making level that has been burned.
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That has actually felt what it feels like to not put employees
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first or not, take this more seriously in a previous company
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that they founded our previous company, they were executive in,
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whatever, it's going to be and that's a lot of boxes to check.
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And that's where I think a lot of HR people and a lot of people
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in this place in general mr. Mark, they missed the mark on,
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not understanding how to connect it to Pure business results.
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They missed the mark when not being Not keeping a pulse on
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what matters to the company right now, right?
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Like, if a company right now, for example, is going through an
16:12
acquisition, then maybe you tailoring, your conversations
16:16
around team alignment and and and the communications that can
16:22
support new team members combining, maybe that's your in
16:26
to get them to realize that people as a Focus, right?
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You got to, you got to tailor what you're trying to pitch,
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what you're trying to roll out from a people perspective to
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what? Matters to those that are
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actually driving the business decisions if that makes sense.
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Yeah, absolutely. They kind of follow up on that.
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Sees the already said it, you know, you're pure tying it into
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your pure business results. What I hear a lot is that people
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find it really intangible sometimes and you know, how can
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you almost quantify some of these Roi by doing it.
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Do you want you have any good examples there is that love to.
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I'd love to hit people sometimes with them.
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Yeah. Like the I think the biggest
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quantity. I think the biggest Roi is that
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I like to look at or the kpis or the okay, ours, whatever term
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you want to throw up. Yeah, I look at the, the speed
17:15
in which the speed in, which were able to kind of get teams
17:17
aligned and, and move faster. And I connect that to like,
17:22
getting a product out. Or I connect that to rolling out
17:25
a new marketing initiative, or I connect that to making a tweet,
17:29
that will drive more alignment between a sales team and the
17:32
marketing team and connect that to an increase of sales overall.
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All like, I always connect whether it's team alignment,
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having more authentic, communication during recruiting,
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whether, you know, driving more strategic initiatives from
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internal Kansai always connected to is this allowing our product,
17:51
our marketing, our sales to the, the infrastructure, that we
17:55
believe. The company is built is standing
17:57
on, does that connect to making those things better and bigger
18:01
and larger, and more productive? Because that's what's going to
18:04
get the attention. Mention of a CEO that's what's
18:07
going to get the attention of those c-suite Executives.
18:10
And so again, if you can and really honestly, like for
18:14
example would be on brand. What we essentially do is we
18:18
generate more authentic conversations early, early early
18:21
in the hiring process we give an applicant really detailed
18:25
information. Like hey this team you're about
18:28
to join the leader of that team. This is how they make decisions
18:31
here, the pet peeves, that they have X y&z I do.
18:35
Don't do that for my health. I do that.
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Because when that person comes in, they actually know, hey, the
18:40
leaders looking for new ideas and these categories because we
18:44
tell them that early in the hiring process.
18:46
So the second they joined the company and they're just start,
18:49
rattling off new ideas, the the team leaders are, oh my gosh,
18:52
this is amazing. I can hit my kpis.
18:55
Okay, Arts, I can hit the goals here.
18:57
I can I can here are three months or three months sprinkles
19:00
and their life. So like dumbfounded, like how
19:02
did this happen? It's because we pushed all the
19:05
all Into communication of what you needed early in the process.
19:08
So again, now you got your goals financially, but it's all
19:12
connected back to the recruiting and the communications and
19:15
everything in the beginning, and it also makes it better on the
19:20
person looking for a new job, right?
19:21
It's always a two-way conversation.
19:23
It's, they also get to assess whether that would be a team
19:26
that they would want to join and whether that fits their skill
19:29
set and their culture. I guess I'll be very Frank with
19:32
you, you know? The yeah Beyond brand is the is
19:35
a company that has a success, but it should be 10 15 times
19:42
larger than it is. And I bring that up is because
19:46
the way you just got it that fast, I've had so many people
19:49
would not get it that fast right.
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And it's because and I don't know why.
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Actually I was gonna like be as a reason why I don't know why
19:58
I've always said to my partner's, like, Beyond brand
20:00
should be a five, ten, fifteen million dollar company.
20:02
In my objective opinion, I believe every single company in
20:06
the recruiting team should bacon some sort of version or
20:09
variation of what Doing would be on brand.
20:13
It just makes business sense to like be fully transparent in the
20:17
beginning around little micro areas of the work so that like
20:20
your point an applicant could say, no, I'm not going to fit.
20:24
Well with that decision making framework.
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That was exactly the with the company and the style that I had
20:28
previous that I reason why I left not going to work for me
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and you wouldn't know that for a rather than them being there for
20:35
six months, so I don't know. It's yeah, yeah, I think that's
20:39
a culture problem. Um, isn't it?
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That's also corporates, Corporate America, culture
20:42
problem. I'm guessing I think we see that
20:44
letter, like I know that we see that here as well, but in Europe
20:49
FYI, because I most of the listeners know, but not
20:53
everybody but like, definitely that that kind of feeling of,
20:58
oh, we're not even going to disclose the kind of rate of pay
21:01
and, and let's get, you know, why I put in all the effort and
21:04
why put in all the time, you know, you also know that get the
21:07
best candidates right? If you're not gonna be
21:09
transparent about it, it's a win.
21:10
In situation, it's not just for them if you know, someone that
21:14
that really believe what you just said.
21:17
I'm looking for a, I'm looking. I'm looking for a healthy debate
21:24
that I can do in my past. I'm looking to bring someone
21:27
that really believes. What I'm saying, is not the best
21:29
way to go about it or not the most awful way because I just
21:32
want to hear someone I want to hear out because like you should
21:35
see me in sales meetings when like someone's like trying to
21:37
deny something, I'm trying to put it put in front of them.
21:41
And their reasoning is just so I'm like.
21:45
Anyway, you're gonna have me start like, blacking out of
21:47
like, saying crazy stuff because I just don't get it.
21:49
Like, it's like, hey, a lot of the times these things are, just
21:51
because that's how they've been done and it kind of, and people
21:54
can actually come up with the arguments and they just go.
21:57
They end up getting flustered. I'd be like, hey, that's just
21:59
the way it is. That's just the way it's
22:00
supposed to go. Yeah, and that's, you know,
22:03
challenging, the status quo is what we are all about, and that
22:06
we want to do as well. Yeah.
22:08
So, So yeah. Hey you also work at top
22:12
employers Institute which also caught my eye when you know digs
22:17
of research here for the podcast, we don't for those who
22:20
don't know, which is it's a global organization which
22:22
basically helps organizations assess and improve their
22:25
workplace environments rights and you give out certificates
22:27
and you give you kind of Mark people's you know their their
22:31
outstanding performance Etc. So do you want to tell us a
22:33
little bit more what you do there and what are you like it?
22:37
Yeah. Yeah.
22:38
Have you ever heard of Yeah, yeah, yeah.
22:41
Oh, that's actually good. Well, that makes a lot of sense.
22:43
Does your Global? Yeah, a lot of a lot of here in
22:46
the states. We're actually trying to work on
22:48
that from a PR perspective, trying to get more and more
22:50
people in the city. So we're so, in a nutshell with
22:53
top employers does is to your point.
22:56
So we analyze the HR best practices that are occurring or
23:01
not occurring inside of a company.
23:03
So right there from the get go, it separates in my personal
23:07
opinion us and what we're doing from.
23:10
No one else in the market that I believe is trying to provide a
23:13
stamp of approval to a company that says, we're the best place
23:16
to work where the top employer, a lot of companies.
23:19
As, you know, from an employer branding perspective, they're
23:21
trying to recruit Talent the trying to say, hey, come to my
23:24
company, this is a great company to work.
23:26
The issue is the best practices. The HR practices that exist at
23:31
those companies are actually not one of the greatest places that
23:35
work. It's actually not that good dear
23:37
and it's because they're not being Not being pushed.
23:41
And so, what top employers has very well is they have about 250
23:45
questions and analyzing process where they may go into town
23:50
acquisition. And they may say, hey shorts for
23:52
each RI systems, Shores, your ETS system show us, show us the
23:56
best practices that you follow as it pertains to hire
23:59
Communications. Show us that it's Equitable
24:01
shows that it's fair. Show us.
24:03
Show us that it's thorough. Show us your career mapping
24:05
principles like, literally, walk us through the experience that
24:09
an employee He is currently a napkin would be feeling, and
24:13
then once they go, they go through that, they get an
24:16
overall score 60, 70 80 percent and then that gives them that
24:20
seal and then on top of it that the benchmarking process where
24:23
they can analyze the Gap. So if they got an 80% okay,
24:27
where's the 20%? We're the things you're not
24:29
doing so well and we provide those thoughtful tips and
24:32
nuances and advice from that perspective.
24:35
And then on top of all of that, we're thinking about rolling on
24:38
an initiative, we are we're trying to help Help provide like
24:41
visual profiles and more deep dive explanations for the
24:45
applicants coming in Via video. Where the leaders at the company
24:49
can really articulate, some of the core principles of those
24:51
categories. And those questions and really
24:54
share, the the impact of being a part of top, Employers in the
24:58
seal. And so I love the work there,
25:01
I'm really passionate about it. It fits right there within that
25:04
that employees, first methodology because I believe if
25:08
you really care about employees, Then show don't show us as the
25:12
top employees. Like, show the applicants show,
25:15
the employee show the world that you actually have the HR best
25:19
practices in house and and and stand on what you're saying to
25:24
the world that you are doing like if you really are a great
25:27
place to work our top employer stand on this, show us that like
25:30
believe in that show, the applicants that be able to
25:34
analyze those gaps and improve yourself and be excited for that
25:37
development and growth. So I love the work that Here.
25:40
And that's kind of like an overarching breakdown of what it
25:43
does and do you also speak to current employees and people who
25:47
went through the post office, but were either not successful
25:50
or think? I don't know.
25:51
It just always wonder because with these processes with her
25:54
like actual, a lot of a lot of employees actually get consulted
25:57
as well, or is this just an analysis of, you know, the
26:00
processes that should in theory then bring these results but
26:04
maybe sometimes something goes wrong along the line.
26:06
Yeah, I mean there are times where we work with clients and
26:09
they do They don't qualify it's because they don't have certain
26:13
things in-house. And those conversations are
26:15
difficult to have, but I think we've had a lot of clients come
26:18
back to us and say, you know, we may have been a little bit
26:21
defensive early throughout that process and we were a little
26:23
disappointed that we weren't able to get the seal but thank
26:27
you. Thank you.
26:27
Because by going through that process we actually analyzed and
26:31
looked at our gaps when we took your advice and we Double Down
26:34
On D and I we double down on internal Comm.
26:36
You dirt would double down on our recruiting best practices
26:39
and we made some adjustments and tweaks and and that adjustment
26:42
and tweet helped us, you know what I mean.
26:44
So so we have had that happen but what we're excited about is
26:49
company's leaders on those teams usually couple weeks after our
26:54
little bit more appreciative of the process even if they didn't
26:58
get to seal because it identified gaps that they didn't
27:02
know exist. Yeah, it shouldn't just be a
27:04
certification process, right? It shouldn't be just taking
27:06
boxes. It should be for them as well to
27:09
reevaluate a think, right. Like I said that's that's the
27:13
differentiator. I think that a lot of that that
27:16
person, you know, drove me to want to be there.
27:18
It's because it's actually analyzing that we're actually
27:22
saying, hey, we gotta see this like shh like are walk us
27:25
through how you're approaching it and right in the middle of
27:28
that conversation of someone's, not really thoughtful about
27:33
Indian Strategy, our team members are HR analyzers.
27:36
They're going to know that, like they're going to do what they
27:38
like, because that's what they do all day.
27:40
Like, they're going to know if you've actually thoughtfully,
27:42
put the work in to have a great d&i strategy and how that shows
27:45
up. So, yeah, absolutely.
27:49
Hey, I wondered so, one of the things I was like to ask Philip
27:52
podcasters. So people who are, you know, I
27:55
get to meet a lot for a lot of podcasts on the podcast.
27:58
I always like to ask them with her, you know, doing this
28:00
talking to me talking to other people all the time on a pocket.
28:03
I swear that kind of has changed your view, Twitter, workplace
28:07
happiness, whether you've learned much better.
28:09
Yeah. You know, just do you enjoy it?
28:12
It does, it does it kind of get your brain going?
28:14
It does massively for me. So it was like to, you know, I'm
28:18
kind of intrigued with him. Yeah, you know, I learned a lot.
28:21
I developed a lot of new relationships, I learn, you
28:25
know, I learn what other with other folks are doing.
28:27
Like for example, you know, I reviewed someone from American
28:30
Express, only internal comms /. They work on the they leave the
28:34
internal Comm /, dni team, and I realized and really respected
28:39
and learned that American Express is one of the only
28:41
companies that I've come across so far.
28:43
That has like 45 50 people on a d and i-team exclusive.
28:48
I've never heard of that like I've never heard of that robust
28:51
of a team focusing on d&i missions exclusively.
28:54
And so being on that call or being in that conversation on
28:57
that podcast, me and be able to being able to unpack what
29:01
they're doing within that team. The, the systems The technology,
29:04
the tools, the outcomes that are occurring within that team, that
29:08
was intriguing for me. And so, you know, I've done
29:10
like, 750 episode. So, I've learned so much.
29:14
Yeah, yeah. That sounds great.
29:18
Hey, yeah. I know, that's what I just get.
29:20
I just love. Forget to speak to all these
29:22
people from across the world about what their quote.
29:24
The cool stuff is that they're doing and I get to learn from
29:26
that ensured, that I would our listener.
29:27
So, do testing. Hey, so here on the podcast, we
29:31
are super big fans of tangible practical.
29:33
That's kind of in the DNA of management 3.0 as well, things
29:36
that people can kind of start implementing as soon as they've
29:39
heard this podcast not something super complicated or something
29:41
that they have to have massive senior buy-in from.
29:44
And I know we've talked about a few things, but could you offer
29:48
us any tangible? Practical examples tips?
29:51
I don't know anything in that realm for, you know, people
29:54
embracing or wanting to embrace that people.
29:56
First philosophy, very sick, a couple of things, I'll keep it
30:00
on like the management side of things.
30:03
Number one mandate, don't ask mandate I'm being very serious.
30:08
When I say that word big upper case letters mandate, that every
30:12
single manager of people, small manager of six manager at five
30:16
manager of eight. They need to not only know up
30:20
here but have it in an HR System.
30:24
They're freaking phone Note somewhere.
30:26
They need to understand that these three things.
30:30
The the the the workflow. Communication styles of every
30:35
single team member they have in their team, and they need to
30:37
adjust to that reality, the career mapping goals and skill
30:41
development goals that they have of that individual and figure
30:45
out in detail, a way that support them.
30:48
Go to HR, go to other Executives, help them cure rate
30:51
in IDP plan, an individual development plan and an
30:55
individual development plan. Should not be - it should be
30:57
proactive. I'm tired of seeing companies
31:00
that have a reactive approach because typically when The IDP
31:04
is rolled out. Someone's about to get fired.
31:06
It's just like the last, it's the last savior, like let's just
31:09
know. It needs to be completely
31:10
reversed, you need to have it needs to be a curated
31:14
thoughtful, contextual IDP, IDP plan individual development plan
31:18
for those that can spell it out or think about it.
31:22
But that needs to be like proactive thoughtfully, big
31:27
doubt co-created with that individual, that highlights
31:30
everything they're trying to do and where they're trying to go,
31:33
who Want to be within the company long-term short-term
31:36
midterm in the skills that connected to that.
31:39
And then I would probably say the last thing would be Remember
31:43
that D Ian I needs a actually going to give you this tip this
31:50
is something I'm thinking about. So what's happening right now is
31:55
most companies realize that d&i on the recruiting side is going
31:59
to like be important. Like we recruit and have diverse
32:02
town. Like I think that's like pretty
32:04
much a real hopefully getting to a standard.
32:07
Yeah. Right.
32:09
But realize that d&i needs to be baked into every piece of the
32:14
business, right? So to give you one, very simple
32:17
tip if howdy and I can be baked into recruiting, for example,
32:24
could be some of the things that we talked about today, you know,
32:27
being very thoughtful around being very honest and
32:30
transparent and inclusive during the communication process in the
32:35
recruiting stage. So recruited that they're
32:37
listening manages that are going to be a part of the, the hiring
32:40
process listening after that. Green called so that round one
32:44
interview be as detailed and consistent and clear as you can
32:49
around how you make decisions your pet peeves and 425 really
32:54
crucial. Small wins at these individuals
32:57
can capture if they were to be hired.
33:00
And be very, very detailed be very, very, very detailed and
33:05
allow them to exit themselves through that process because
33:09
it's not a good fit or allow them to ask better questions.
33:12
So they I can lean in push aside the more standard process.
33:16
He's a were involved in the hiring process push that this
33:19
round 2 and I know it's a little bit backwards but be more
33:22
thoughtful and more detailed around one because it's going to
33:25
it's going to flush out. Those are not a good fit and
33:27
it's going to attract those that are a good fit and then you
33:30
could do more of the traditional checking the boxes.
33:33
So check the boxes and Screen check the boxes and around to
33:37
get really deep and round one. Yeah, absolutely.
33:40
Yeah, I like that. I really like that.
33:42
And that is sort of how we try and do re we're recruiting at
33:45
the moment at management 3.0 and that's really kind of how we're
33:47
trying to do this as well. So, first run one is basically,
33:50
let's get to know each other but like not just we get to know
33:53
them, right? They get to know us and and and
33:55
just kind of how we work and how we what we do.
33:58
We are as individuals. So super important.
34:01
Hey AJ. So if anybody wants kind of now
34:03
listen to your podcast, or want to get in contact with you, with
34:06
any of the things that you do, how can they And you probably
34:11
LinkedIn, is the best place and then email directly.
34:15
You can probably email me. Let's do something.
34:20
Let's do Anthony Vaughn, so Anthony and then Vaughn, VA U,
34:24
GK n 2015, at gmail.com. That's what my personal email is
34:29
probably the best. And then based off what you're
34:31
looking to do, or try to collaborate around, or just want
34:33
to talk. I can, I can send you in each
34:36
direction of what I'm working on, perfect.
34:39
Alright great, thank you so much for this conversation.
34:42
We've been through all of the all these different size of
34:44
Employee Engagement. But I love how you kind of
34:46
incorporate that all in one and, you know, need package that is
34:50
uh, a which is awesome. So, thanks again.
34:56
And yeah, let's see what her our paths crossed again in the
34:59
future. That's a said, thank you so
35:01
much. All right, awesome.