Eric Goodman: Hiring Leader | BANKCode Communication | Academia and Corporate | Amy Adler's "How I Hire"

Amy Adler’s “How I Hire” Amy L. Adler, MBA, CMRW: Hi, Welcome to “How I Hire,” which is meant to pull back all the layers on how people in all sorts of Industries do think about recruiting look at talent and strategize to build a talent pipeline that works for their organization. As I mentioned. I have Eric Goodman here with me on the podcast I'm so glad to see you here. Eric Goodman: Thank you. It's such a pleasure to join you to talk about how we hire. Amy L. Adler, MBA, CMRW: Thank you, maybe to start if we can hear a little bit about your background and how you got to where you are and the really exciting things you're doing now. Eric Goodman: No, I appreciate that. And I think in terms of my background I had been in the corporate world and I actually was getting my Master's Degree working for one of those billion dollar companies a very large one where I had 30 plus reports and decided after getting my master's degree to pursue my PhD as well. So after getting that I decided not to return to the corporate world. I actually went into academia where I was a professor in business and then I spent over a decade as a business school dean and then Chief academic officer VP of education type roles for equivalent amount of time. So really, I'm a recovering academic now, obviously in those roles. I had hundreds of people over the years that I was involved with hiring and certainly in my current role where I work with business. Eric Goodman: To really help them optimize their performance and it comes down to people process and figuring out how you create a high performing organizational culture. I work with companies and even individuals to really discover leverage and maximize their potential. Amy L. Adler, MBA, CMRW: That's excellent. I knew you were a Administration in Higher Learning. I didn't know you were a professor. That is super exciting. Eric Goodman: Yeah, what you typically have to start out in some type of role in Academia. I guess there are some organizations that might hire an administrator outside of the professor it as they would say, but typically it's one of those things… Amy L. Adler, MBA, CMRW: Yes. Eric Goodman: where you move from a professor into a department chair or program director role into a Dean role and so forth. So yeah, that was my career ladder for many years and had a lot of fun in that realm because you can make it a big difference in terms of the impact and working obviously closely with industry. And even now as I consult and work with companies, sometimes helping them figure out what they need strategically. I'm really a business strategist and Catalyst for change to help them realize their potential and figure out how do they do that? And who they need on their team to be able to execute against that so they can create what they Eric Goodman: Want to create? Amy L. Adler, MBA, CMRW: Absolutely and thank you for explaining that so the notion of this high performance organization must rest on as you say process, but people as well and getting the right people in the talent pipeline who are ready to move through the organization must be essential for everything for performance for delivering to customers for living up to their cultural expectations their mission their values. Eric Goodman: Yeah, I think a lot of times depending on the industry. Sometimes that is not something that is the priority and people don't realize that to be able to get the things done. You've got to have the right people to execute sometimes it's often they've got the vision or they've got the strategies and tactics, but they don't invest as much in the people that they really need to take them where they need to go and sometimes cutting corners or maybe hiring somebody that's Not the best fit or maybe even mediocre in terms of the quality and the level of talent that they possess to take the organization where they want to go. sometimes You… 00:05:00 Amy L. Adler, MBA, CMRW: So that's interesting. sorry, go ahead. Eric Goodman: then now,… Amy L. Adler, MBA, CMRW: So I'm sure people don't wake up every morning as they're going through a hiring process and… Eric Goodman: go ahead. Amy L. Adler, MBA, CMRW: go. what I really want to find middling Talent today how does that happen in the face of something you and I were talking about in a prior conversation about Hiring the right person because they're going to grow into the role and they're going to be amazing at it versus being okay with something. that's just okay. Eric Goodman: Yeah, sometimes there's pressures in an organization in terms of the time to fill a position and other things that need to be done with a plan or certain strategies or initiatives and they need to have a body and a seat sooner than later. So I see that and sometimes to you find that depending on the organization and who the hiring manager is. I have seen some managers that are maybe a little gunshot about hiring somebody that is really talented. Because then are they actually intimidated by them? And is that person going to become their boss? And actually I had that Early in my career where the person who hired me about a year and a half later. I was his boss. Eric Goodman: So it's sort of like a turn of tables and at that point in time. I mean, he was very senior to me twice my age and experienced. However, you have some times people that have a scarcity mindset or other, things that they're wrestling with that might prevent them from hiring the best talent that they can possibly hire and then of course you also have sometimes and most the time some salary range or grades or Bands that might preclude you from hiring somebody outside of that that is really exceptional in terms of their talent that if you have the opportunity to actually make a case for bringing that person on board you might be able to convince the leadership that we need to really make an exception in this case. And here's why so there's a few cases and there's other reasons, but those are the most common things I see. Amy L. Adler, MBA, CMRW: So I imagine overlaid if you bring this to a current context the absolute massive numbers of layoffs. Must make hiring for cost control a real thing. And so I'm going to have to wrap my brain around an actual case study in which somebody was genuinely threatened by a top performer because we hear this as kind of lore all the time already keep that in my back pocket, but for now if we're talking about current context and we're talking about what it means to control labor costs and that expense line. Amy L. Adler, MBA, CMRW: Does it really mean that people have to Dumb down, Let's call it what it is. they're talents and skills and expertise because they're just looking to be a body in a seat themselves. Eric Goodman: I don't know if dumb down is the right word. of course and this is nothing new that there are people that are overqualified. When they're looking at a particular role and that's the other thing that can happen because as a hiring manager looking at that why would this person want this particular role? it on paper at least based on their background and their qualifications and experience. It doesn't make any sense. Eric Goodman: And so, it does create the necessity on the applicant's part to be able to tell the story to be able to share that whether in a cover letter or something that might get them through that initial screen to say. what you already have, a c Suite level experience or maybe director level and we're looking for this, other lower level position or maybe your degrees or your certifications are way over like what we're looking for, and in part it's understanding the rationale behind that some of the best hires. Amy L. Adler, MBA, CMRW: right Eric Goodman: I have been people that Eric Goodman: on paper they've had gaps in there maybe their resume or things like that and sometimes I'm intrigued What's the backstory here or what is this person or maybe they're again overqualified based on what they're doing. But especially, during covid and even prior to that. I think the great resignation that occurred a lot of people rethinking their values and priorities in life. And so I know during the last couple years there's some incredible Talent that's out there that have made personal choices that 00:10:00 Eric Goodman: Maybe to shift careers or change Industries or do things or move to different part of the country, which has made them available to an organization to consider a role. They would never considered before and it might be they're taking care of an aging parent or maybe there's something else that happened life circumstance divorce or who knows what and they're Reinventing themselves. And they want the opportunity and it's always that you got to have experience first here, whatever. So there's always that Dynamic also. Amy L. Adler, MBA, CMRW: so with that as Prelude and maybe to the larger discussion of hiring for Proven performance or real strong aptitude or wisdom or whatever it is. I mean if we take the salary elements out of it. we've talked to you and I in the past about The notion of hiring the person who has the right heart and the right perspective on what needs to be done. Even if they've not personally executed everything on the job description as it's written. Eric Goodman: Yeah. right Amy L. Adler, MBA, CMRW: Tell me about a time where you had to do that. I want to hear that the blood and guts. Eric Goodman: I'm glad and my gosh, there's not one time that stands out because that's a lot of the time for me. I mean, I think when I reflect on and my career when in hiring and where I was in that role as a hiring manager, I think I was probably more concerned early on and I should also share with you when I got my Advanced degree and in Graduate Studies, look at the Masters level and then along with my PhD but more so on the Master Level, I check every HR course that I could take that within my program and I actually had the opportunity to teach some HR courses, at the University as well. Staffing and labor relations and things like that and so recruiting and looking at that and obviously that was a couple decades ago when you look at the best thinking at that time, it's like you're hiring for education and experience right? that was pretty much it. Eric Goodman: And I think for me looking beyond that to the other characteristics and traits in terms of things that are not necessarily A Hard skill. As much as those things are or maybe that the experience shows when we know and in hiring probably one of the best indicators of future performance is past performance, right that sort of like a given so what have they demonstrated in the past? And what does that mean for me? The thing that I really am passionate about is do they have a growth mindset in terms of that? I have one and I believe that if they can learn and they can show me and talk about times where they had to learn something in the past. And would that look like Eric Goodman: I tend to air towards that the quick study. Can I get them up to speed now? There are times where it's a must no, it's not negotiable. We don't have the time to train you and we need somebody that can step in and do the job like tomorrow and we don't have to do that. I would much though rather have somebody that has the attitude. that can grow and is positive and is going to be a team player and has the communication skills and listens and we'll show initiative and all those things then the person who's got all the technical skills and is not a person I would ever want to go to lunch with Eric Goodman: and that comes down to personality as well, which is really probably education experience and personality--personality is probably the thing I didn't have on my radar screen as much as a younger hiring manager. I guess you could say but that has really shifted and I would say, personality understanding that and the cultural fit and are they passionate about are they willing to learn are they motivated? And again, those are the things are they self-starter? And it obviously depends on the role. There's some roles where maybe they don't need to be that but in general, those are the things that I really think. take precedence and there have been some people that thinking back. Eric Goodman: On paper that didn't check all the boxes and sometimes you got to be cautious of that from perspective depending on what your advertising and your policies and practices and what the job descriptions States and sometimes it's making sure that you're really clear even before you post a job. What are the must-haves? is it really must a must or is that preferred? And there's some hard conversations. Sometimes that have to occur around that because you got to navigate the fine line between flexibility and maintaining fairness in their recruitment process. 00:15:00 Amy L. Adler, MBA, CMRW: I'm so heartened to hear this. Because there's so much talk about that required versus preferred these days. And maybe… Eric Goodman: Amy L. Adler, MBA, CMRW: because it's a buyer's market. I mean, there's no other way to say it when you hear about a thousand layoffs or… Eric Goodman: Yeah. Amy L. Adler, MBA, CMRW: whatever. It is every single day. Those people are now. trying to figure out how to sell their skills and when companies have the opportunity to make their filters really, really strong that Amy L. Adler, MBA, CMRW: Or sorry the preferred elements become requirements because it is so refreshing to hear that. There are companies their organizations and hiring managers who are willing to say where I can bend here's where I will be flexible for the right person who has the right communication style who has a personality that is charming and engaging and somebody would want to go to lunch with fit into our existing culture in a powerful and connecting The way we don't as resume writers. Eric Goodman: Yeah. Amy L. Adler, MBA, CMRW: We don't hear that a lot. We hear the requirements and the rest of it. We don't care about tell me what you can do that fits what the hiring team is looking for and you're saying hey, I have emotional intelligence around this and other people should be wise to that too. Eric Goodman: yeah and I love the fact that you mentioned emotional intelligence because that's another thing. I look for like, do they have that self-awareness and are they able to self-regulate? I have seen people that had something trigger them even at a president level and an organization where literally they blew their top and they were escorted out of the building the same day because they just did not have that emotional intelligence or the ability to do that or the other awareness of course and the ability to influence other people. And so that I think is key and I think the other part of it is in this competitive space Eric Goodman: your ability to tap into a broader Market is really key. And I saw that, about a decade ago. I was at a university and we had designed a masters in accounting and I had an Advisory board made up of employers that represented, the big accounting firms at the time and there was one in particular that started really looking at that and saying, obviously in accounting there's certain things with a CPA and other requirements you need to have in terms of the number of credits to sit for even and take the CPA test depending on the state you're in. Eric Goodman: But ultimately this pretty one company was probably one of the early ones of the big accounting firms to say, what we really want to look at competency and at that time I was at the nation's leading running that the college for business at the nation's leader in competency-based education. So it was a good fit in terms of them saying, what if they have the skills and they can demonstrate the competencies in certain positions. Maybe they don't even need to have a bachelor's degree. Maybe we can look at other ways to figure that But what that is open up talent pool significantly and then also I think Eric Goodman: To think about what you can do internally and the accounting field is an example. There's still some challenges in the pipeline of people coming up particularly those with more advanced degrees also, but you can bring in people that maybe have a different career path that can bring in New Perspectives creativity or innovation to your existing culture and sometimes retool them if they've got the critical thinking and problem solving skills. Maybe they don't even have the degree in accounting but they were exceptional in a sort of general education or English major or journalism or who knows how do we layer in those skills to actually get them to be able to do what we need in that particular job, so Amy L. Adler, MBA, CMRW: Again, really refreshing to hear that I think maybe about me. I have a handful of degrees too. Not at the PHD level. Eric Goodman: Okay. Sure. Amy L. Adler, MBA, CMRW: So I believe in the higher education process, but I'm really astounded by job descriptions that say qualification must have a bachelor's degree meaning whatever decision somebody made 20 years ago. is now changing the way they're operating now and in so far as they have already had a spectacular career, so it shows up on both and 00:20:00 Eric Goodman: Yeah. Yeah, And I think the other thing that you mentioned was the potential to grow into it. We had that conversation and I look at it with that growth mindset of if they weren't born that way or they haven't done and doesn't mean they can't do it if they have the right attitude and is there potential that they've demonstrated through other achievements and things that they've been able to do even if it's in different industry or whatever do they have that capability and I also as a manager have always approached employees with the idea of understanding the self-fulfilling prophecy or the pigmenting effect in terms of what I believe and Eric Goodman: some of those studies go back to education where it's like teachers were still think these are the gifted students and of course those students became the gifted students. they were no different but because you label somebody then it becomes that and I think if you as a leader in an organization and a hiring manager really Empower people with the tools and resources and the training to be the best that they can be and to be effective in the role and doing the tasks that you're asking them to do then the little flourish, but if you think they're not going to be successful you treat them or there's obviously different management leadership styles some, people they will like the micro manager or things like that versus the person that's really empowering somebody to go and figure it out, that can make a big difference as well in terms of Eric Goodman: You know how you hire and who's doing the hiring because every person in an organization tends to approach that a little bit different even based on their personality. And who they connect with and also what they're looking for what's important to them? And as a hiring manager, you want the diversity in your organization? Of course, you want to make sure you've got that… Amy L. Adler, MBA, CMRW: What? Eric Goodman: because that brings different perspectives and can help you navigate particularly with what's going on in the broader context and the marketplace and are you mirring what's happening there with your employee base and there's just a lot of advantages to that but I think it's recognizing that and making sure that hiring managers understand that as well and that they're not biasing one way or the other just based on personality or based on those requirements and other things if they aren't really Critical or essential right? Amy L. Adler, MBA, CMRW: I definitely appreciate your hearing you say that and to get that sort of 30,000 foot view on. Eric Goodman: earn Amy L. Adler, MBA, CMRW: self-awareness for lack of a better term Eric Goodman: Yeah. Amy L. Adler, MBA, CMRW: But maybe this is a good time at this moment to make a little bit of a shift and talk about the work you've been doing. over the last little bit with assessing the way people think about themselves and the way they interact with their cohort whether that's their team or their peers or their own Executives or their customers. We've talked a lot about it, but I will let you take it away. Eric Goodman: Yeah, no, I appreciate it. Yeah, it's pretty amazing because I've used a lot of different assessments over the years and hiring individuals and some are very specialized to particular role in an organization. But in general I've used a number of personality assessments that just helped tap into understanding who this person is and when I've been using more recently is it's a game changer compared to all the other ones because it's a values based system. Eric Goodman: And what it allows you to do is really understand that individual's strengths and there's some other assessments still that I like to go a little deeper on the strengths that I still use when I'm working with organizations. But it's actually something that I can invite a listeners to check out if they want to understand what this report looks like but it's this idea that we tend to communicate how we want to be communicated to and I know I have learned the Golden Rule, treat others how you want to be treated and it's sort of the same thing you tend to connect with people and trust and the common denominator around that is personality. Eric Goodman: And I can buy us hiring decisions as well. And you create a lot of mini me's in an organization which isn't the healthiest thing or a lot of people depending on the hiring manager, but with this system, it's really a tool. It's a communication methodology to understand based on what's important somebody else. How do I connect with them quickly? Because you don't have a second chance to make a first impression, And so as I work with individuals whether it's somebody that's in a career transition and job search process helping them even from a coaching perspective. I do some of that work as well with individuals to get really clear on what they're passionate about what they're do you want to do this is a tool I use with everybody I meet just to help understand who they are, but they understand their strengths as a benefit of this report, but they also get some communication tips. So people can go to My code.com slash communicate and it's a quick 90 second. 00:25:00 Eric Goodman: That it'll take and you'll actually on that side crack my code slash communicate see these cards and you're just simply putting the information that's on each of these cards. You're ordering the cards holistically in terms of what's least important to you and it's a quick framework and I'll just give a thumbnail sketch but to the report will really understand it because huge implications for being able to get that job offer to be able to pass through to make sure your resumes optimized, how to answer your Star Story based on who your audience is and it's really this idea of almost based on this personality profile each of these different types within the personality you can think of them as being like, Eric Goodman: An individual that might not be speaking the same language as you it's like Men Are from Mars women and from vereenas. There's a great book by John Gray many years ago and it's the same thing when it comes to this and so it's from a company called codebreaker Technologies and they're the world leader and personality coding technology and the system is called bank, which is simply an acronym for be stands for blueprint a stands for action and stands for nurturing and he stands for knowledge and So within that and I'll just give a quick thumbnail sketch of your blueprint person you can think about a box and your blueprint person is the type of person that lives. Eric Goodman: Out of a box you think about a blueprint too the color blue sort of cool calm but a blueprint is a plan for a foundation or a house or building something. Right? So they value things like stability and predictability. They don't want anything that is risky. They want to have systems in place. They prefer routine and tradition and things like that. So that's your blueprint personality. You can think as I go through this for yourself, which category you fall into or who that really is sort of that way. Then you have your action personality and if you use an example of a box, these people don't want to have anything to do with the box, they're blasting out of the box. These are your movers shakers. They want freedom and flexibility spontaneity. They want to have fun. It's all about image and excitement and they want to win. So these are the people that love to compete and they like to go fast. And so again, that's the action personality and then you have the nurture and your nurturing personality is the person that's all about relationships. Eric Goodman: out connecting with other people and making a difference and an impact and if you think about a box For nurture, they would be recycling the box or they'd bring people under their box or if they had a box. They would give it through the first one to give it to somebody else because they want to help other people and for them. It's about authenticity and morality and making a contribution and being involved and also sort of personal growth. Then you have the knowledge personality and an example these would be the people that invent the box or they think outside of the box or Eric Goodman: A new box or maybe it's a sphere or some other shape. I don't know but they are the creators the innovators and for them they value information and learning and logic and they like science and Discovery and Universal truths and they want to make sure they have accurate, information. They can understand the big picture and stuff. So within that it's understanding who you are and how you can optimize yourself what I love about the system too going back to the growth mindset is it's built around a growth mindset and I actually train in organizations and individuals to optimize themselves in terms of how do I step into these different personas because we can do that. We have a choice. We're all a little bit of everything and rather than labeling somebody as extroverted or introverted or judging or thinking or feeling or dominant or whatever that a lot of these other systems do. Eric Goodman: It recognizes everything and the goal is to help you learn. How do you meet people where they're at so you can communicate in their same language. And so for an example going back to the Star Story when you're talking about maybe some situation and some task and your achievements and everything else how you tell that story to somebody who's a blueprint you want to walk them through step by step. Here's the process. Here's what we did and understanding the systems you put in place and things like that you'd emphasize that maybe the action is like, we did this and we crushed it we got amazing results. We increased Revenue, 00:30:00 Eric Goodman: 7% and we did all that, whatever it is and the nurture it's like, I brought a team together and we all contributed and collectively we identified, the strengths of each other and everybody was involved. I mean, it's a different thing in the knowledge you want all the facts and figures in terms of how you explain it. So that's a quick level but I use that to help not only into individuals optimize the information and how they go about the process of thinking about their achievements and how they present them in the recruiting process and interview preparation and so forth, but also to recognize who they are as an individual and in some cases I've had people that have come to me that they're starting a new job and they already got the offer but they want to make sure they recognize maybe they haven't been able to move up the career ladder in the past or they're stagnant and they want to make sure they have a strong start. Eric Goodman: With the company, how can I build connections quickly? How can I get and trust with people that are I'm just now meeting as a new employee in this organization. Those are things that I can help people do so they can learn very quickly and even what I find is many people that have been on the technology or the engineering front or people that are traditional labeled as introverts that are exceptional with technical skills. You don't have those interpersonal skills and the emotional intelligence. Sometimes that's a limiting factor and I've worked with people who have been able to increase their emotional intelligence and figure out How do I become visible and seen in the organization? So they're the first person that they think about when they want to fill another higher level role versus being one of those, people that are just sort of a cog in the wheel. Eric Goodman: And so it's really about the work I do is useful as well. I actually do sales training with it also to help train people on that when you think about it. He career search process is a sales process, right you're selling yourself. And then when you're in the job you're selling your ideas and your Concepts you're selling yourself or your boss on giving you a raise or promotion or everything else. So the work I do really centers around helping people have more influence more impact and as a byproduct, of course more income, which is always a nice thing as well. Eric Goodman: So that's the system and you can use it in a lot of different ways and I've used it to help companies in a hiring process figure out who do they need for what type of role based on that? So you've got a general idea that that can be a filter, depending on the role to understand optimally knowing though again, it's a growth mindset. There's not one Persona and there's not just for when you think about it. There's four different types and they come in a different sequence when you sort those cars, there's really 24 different permutations that could exist and so it's really fun to use that. Eric Goodman: As a hiring manager as a tool and also as in somebody that's going through the internet process to be aware of who am I talking to and letting that person determine your presentation and how you answer a question is it's about communication. It's almost like each of these the blueprint could be English the action can be Spanish the nurturing could be French and knowledge could be German. It's that different sometimes and you see You can think about your own organization. Sometimes you see it, dramatic differences when you go to a marketing department versus an compliance or regulatory department or the finance department and so forth in terms of the types of people that work really it department so forth. And so it really plays out and sometimes people are just not connecting. So that's a little bit of the work that I'm utilizing to really help people accelerate their success. Amy L. Adler, MBA, CMRW: It's such a fascinating program and we've spoken extensively about it. I was totally taken in by one thing that just struck me as you were just speaking is Spanish German. Eric Goodman: Uh-huh. Amy L. Adler, MBA, CMRW: It's possible to be multilingual and… Eric Goodman: That's Amy L. Adler, MBA, CMRW: it's not a zero-sum game. If you can use that kind of phraseology somebody… Eric Goodman: right Amy L. Adler, MBA, CMRW: who speaks multiple languages can switch the way they speak so that Their audience understands what they are trying to say, you hear this phrase. We see the world not as we are people not as we are but as they are in this we see them as they are we getting option to choose… Eric Goodman: Yeah. Amy L. Adler, MBA, CMRW: which language and it doesn't change us. It just makes us understood and what a happy Confluence of communication we have when we're all speaking in a way that connects Eric Goodman: mmm Eric Goodman: Absolutely. Yeah. Amy L. Adler, MBA, CMRW: I don't know if another language but I speak possible Spanish and I've had this experience where I'm speaking Spanish to somebody… Eric Goodman: Sure. Amy L. Adler, MBA, CMRW: who speaks Spanish natively doesn't know a lot of English they speak English back to me and we're doing our best right? We're trying to see where the other person is. What if I take me I'm all about let's get so,… 00:35:00 Eric Goodman: Yeah. Amy L. Adler, MBA, CMRW: the knowledge what are the facts? I got to know this thing before I make an informed decision and I have a nurture, And I hope people think I was kind… Eric Goodman: Mm- right? Amy L. Adler, MBA, CMRW: but I don't know if I speak that way because I'm speaking the way I want to be spoken to. so Eric Goodman: Exactly and that's what happens because recognizing that maybe you've got a nurturing hiring manager and you start going into all these facts and figures and information and you didn't take the time to even acknowledge them or ask a simple question maybe or they ask something about your family or something within the Constructor like that illegal question you're thinking about can they ask that do I need to answer that? that's private information. They don't even know that but you're just operating from a different Space versus I love the multilingual. That's exactly what it is is teaching people to have the skill to shift and pivot so they have more influence and they can build stronger relationships in their life. Not just professionally but personally and this is a game changer when it comes to those personal relationships marriage dating parenting you name it. Once you understand this system it can transform not just your Revenue in income in your job and what your career but also, Eric Goodman: The wealth you have in your relationship. So it's a really good way of thinking about it. Amy L. Adler, MBA, CMRW: Maybe we need to imagine a world in which both parties are. fluent in many languages and they can Which… Eric Goodman: or exactly Amy L. Adler, MBA, CMRW: what the way they're speaking to meet the other and to emphasize certain points pull back. reframe reconnect make a meaningful connection in every possible way Eric Goodman: it's yeah. Eric Goodman: absolutely and it's emotional intelligence and then a day and interesting the company that created this system. Their mission is to connect and Empower Humanity you think about there's eight billion people on this planet for close 6500 different languages. If we want to talk about the multilingual thing. What if the common denominator was this type of a framework where you can understand that and personality science is nothing new. It dates back to hypocrisy the father of medicine who said, you thought you could categorize the human race into the fort theory of the four temperaments. And if you did and you treated people differently you get better outcomes and I think to your point like what if everybody understood this and could actually speak the language of the other person and shift and be multilingual. I'm speaking to somebody who speak Spanish for me to do that. And I've traveled to other countries. I don't speak a lot of different languages, but I've been in this situation where I've been in another country and no one speaks, English or the broken little bit. I know where they're not Eric Goodman: Recognizing anything and you're not going to influence somebody you can't get things done. If you're not understanding what you're talking about. And sometimes it's that same way an organization and what's so cool is they've actually taken this technology and there's AI tools including a Google plugin for Chrome that you can go on. Somebody's LinkedIn if you're using LinkedIn in the job search process, you can push a button and say this is the person that speaks Spanish. So when I reach out and I'm sending a connection request or maybe if a crafting this to this hiring manager, this is how I need to, craft that and you can use the same type of AI tool to analy your resume your cover letter. How's your own profile showing up? And are you going to attract the type of opportunities that you want to attract? And then of course, if you're in an organization using it even to increase the pool of your candidates, how is your position description even Who are you likely to attract is your description written for those? Eric Goodman: English speakers or the Spanish or French? Were you able to create a multilingual job description or post so that you have not just if you think about a random distribution if you have 25% in every category, if you're writing a position's description and what you find is whether it's maybe historic whoever created the job description. It's typically written in the language of the person who wrote it of course because they spoke English or they spoke French or whatever and it's not multilingual. So that's one thing, being able to just simply work with a company to help them optimize their job descriptions as a game changer and they can dramatically increase their talent pool. And the number of applicants who look at the job description say, my God, this is for me because it speaks partly my language, right? So there's all sorts of implications. Amy L. Adler, MBA, CMRW: Seriously what a win in for those of you who are listening not watching you might not have known but Eric's been holding up these four cards with each of the four elements or the four communication Styles or the four values systems all these bright colors. And I know that they're on the website say if you will the website… Eric Goodman: Yeah sure. Amy L. Adler, MBA, CMRW: where they could do Eric Goodman: They can just go to crack my code.com with a slash communicate and they'll literally takes 90 seconds. You're gonna look at that because those cards sort them put in some information. You'll get a report immediately that will tell you some of your strengths which you can obviously build into what you're doing in the job search process as well. And the nice thing for an organization is this is a similar thing that you can license for your organization. So if they're interested in that they can reach out to me and… 00:40:00 Amy L. Adler, MBA, CMRW: this Eric Goodman: do that so they can use this in their hiring process and have their own link that they can share and you can embed it in the application process you can wait to do it, but the nice thing is compared to most assessments. This is a completely Eric Goodman: Disruptive one because for a very low investment I could provide this report to a thousand people 2,020,000 a month or ten candidates. Whatever doesn't cost me anymore to do that. So they're getting some benefit and it's a feel good thing for somebody even if they don't ultimately get the job offered to have something that's valuable that's tangible that helps them understand themselves and also some communication tips in your training them to then understand how to communicate Eric Goodman: and when you do hire them and you're going to be working with them, so there are more effective Communicator as well. So it's just crack my code Comm slash communicate and the AI tool. again, there's a LinkedIn you can go on any website if you got a marketing department, I mean it goes beyond in terms of optimizing your communication and typically when I do in sales what I find is people triple their conversion rates and so it's the same thing when you think about hiring okay, what is your time to fill? Are you able to fill those positions more quickly because you're attracting the right candidates or maybe a broader pool of candidates that really are a great cultural fit with your organization. Amy L. Adler, MBA, CMRW: What fascinating stuff my friend? so truly Eric Goodman: Yeah, I think so. I would agree. That's moving and Powerful. Amy L. Adler, MBA, CMRW: I'm sorry. Say it again. Fascinating and… Eric Goodman: I said fascinating and Powerful. Amy L. Adler, MBA, CMRW: Powerful. It definitely changed the way I think about. how I think about things and… Eric Goodman: mmm Amy L. Adler, MBA, CMRW: some things I know about myself or thought things were true that maybe aren't ways that I can become slightly more multilingual myself. Eric Goodman: right Amy L. Adler, MBA, CMRW: So I hate sharing your strategy with me… Eric Goodman: next Amy L. Adler, MBA, CMRW: if people want to reach out to you about this. What's the best way for them to find you? Eric Goodman: Yeah, the best way to find me is on LinkedIn and it's just Eric Goodman with the number two after it. I also have for people I know that might be listening that are interested in hiring process and everything else. I've got a weekly twice a week. It comes out newsletter on LinkedIn also called confidence and Leadership where I talk about everything from mindset and habits and routines and how do you overcome limiting beliefs and optimizing and getting really clear on your own sort of way of being and what you're doing and I wrote One recently that I just opted in my head. It was on the SWAT analysis, which is a typical thing used strength weaknesses opportunities and threats applied to your own life, your personal SWOT analysis. So people can go through that and I think anytime you're thinking about your career you got to incorporate yourself and you are your own business. No, it's gonna advocate for you. So there's that aspect of it. The really connecting on LinkedIn is the best way to do that and Eric Goodman: Out the crack my code link and if somebody is interested as well and really developing their leadership skills beyond the newsletter one thing I'd mentioned. I've got a best-selling book from teacher to leader and you can go to teacher to leader.com and find that and there's a lot of reflective exercises in there and really it's a competency based book so it goes to Z from from an attitude and branding and different competencies for you to think about it in terms of your own skill set as a leader and when I talk about leadership, every one of us is a leader, you don't have to have a formal leadership position. So how do you step into a leadership role in terms of how you show up? No matter what your formal position is, and that's really the context and then it's actually built around for a hiring manager. The second half of the book is a mentor mentee sort of workbook if you will where it's structured on a weekly. Eric Goodman: Program that could go on and structured around a six-month period for people to go in and have topics they can actually talk to their employee about as So it's a really great Rich resource to help people accelerate the talent pipeline within their organization as well. So I thought I would mention that. Yeah. Amy L. Adler, MBA, CMRW: I'm so glad you did. You bring such a wealth of knowledge and experience to the conversation. I am so grateful that we have formalized this. Eric Goodman: What? Amy L. Adler, MBA, CMRW: I know we've had this in bits and pieces over the last couple of weeks and I'm glad that we are. Talking with this and sharing with our listeners. both your history and the way that you think about hiring and did when you were building programs around management and accounting of course, and the way that you are now helping businesses succeed in the same way an individuals, of course too and helping them come together through meaningful communication that didn't have access to before So again,… 00:45:00 Eric Goodman: Yeah. Amy L. Adler, MBA, CMRW: thank you for your time and your wisdom. And I know we will share many conversations in the future. Eric Goodman: I look forward to that and thank you for the work you're doing and helping people really. Encapsulate and present their career in a way that's gonna resonate with employers as they're looking to transition or up level on their skill sets. I know you do a phenomenal job with that. So I think it's about having an impact right and making a difference for people. So, thank you. Amy L. Adler, MBA, CMRW: We do what we can and we share what we know and we're Eric Goodman: Yeah. Amy L. Adler, MBA, CMRW: finding a way forward and helping as many people communicate in the best possible way. Eric Goodman: Absolutely. thank you again for the opportunity to connect with you and your listeners. I appreciate it. Amy L. Adler, MBA, CMRW: The pleasure is entirely mine. Thank you.