August 4, 2026 • 14 mins
"The right hire solves problems before they become barriers."
Episode Chapters
[02:37] Looking beyond technical qualifications
[05:03] Hiring entrepreneurs not just specialists
[05:51] Using motivation-based interviewing
[07:11] Leadership exists in every role
[10:06] Matching skills to business needs
[11:24] How hiring shapes culture
[13:29] Innovation starts with your people
Hiring the right technical skills is only part of the equation. In this episode, Jody Maberry and Tim Dyck discuss why organizations should also hire for growth. Using the example of a community pharmacy, Tim explains how the skills needed to perform a job are often different from the skills needed to grow a business. The conversation explores the value of entrepreneurial thinking, leadership at every level, and how motivation-based interviewing helps organizations identify candidates who contribute to growth.
Connect with Tim and his team:
Website: https://bestculturesolutions.ca/
LinkedIn: Best Culture Solutions, Inc
Instagram: @best.culture.solutions
Email: tim@bestculturesolutions.ca
Jody Maberry: jodymaberry.com
Katie Currens: katiecurrens.com
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:06):
Welcome to the World at Work podcast, where business leaders and
job seekers come together to create winning cultures and
fulfilling careers. I'm your host, Jodi Mayberry. I'm
here with Tim Dick, the founder of Best Culture Solutions
and the star of this podcast. Hi, Tim. The star,
that is I wasn't ready for that. How are you? I'm good.
(00:29):
I did that piece for your mother. I thought she would like to know that
you're a star of the podcast. She didn't raise me that way. She didn't raise
me to seek attention like that. So I don't know if she
knows that this exists or not. Oh, okay. Well, I
did it for her anyway. I'm hoping I'll get
to see her the next time I'm in Calgary. Tim, do you
(00:51):
call it Calgary or Calgary? I call it Calgary, just like you.
And I would like to point out that the next time you are in Calgary,
I actually hope you do not see her, even though it's inhospitable of me to
say that, because she loves a crowd and to give me
a hard time. And I feel like you're just, you just
give her ammunition. And then she in turn gives
(01:13):
me ammunition for later. Exactly. Yeah. Like how I know
you used to be a quiet kid that just read books.
Yeah. Well, we should, we should just move on to the episode. We can
bring your mother up another episode. This could be an
ongoing storyline, Tim's mother, and then eventually we can
have her on the show. Maybe. Yeah. I was going to say, so long as
(01:36):
you don't bring her on the show, but— She could have her
own podcast. She could. Well, yeah.
There's a business development opportunity for you right there.
Tim, what I want to talk about this episode is hiring for growth.
Yeah. I know you have a great story of a small-town pharmacy
(01:56):
that needed a pharmacist. Yeah. So that, that was
your quest or the task, the
assignment you were given. Find us a licensed
pharmacist. Right. But through your work, you
discovered that what they really needed was a pharmacist with an
entrepreneurial mindset who could help them grow. That's probably
(02:18):
not what they tasked you with. That's probably not what they realized they needed.
But I'm just fascinated with that story on
how did you get there? How did you convince them that's what they needed? And
why did you know? How did you know they needed that
instead of what they told you, which was a licensed pharmacist?
Yeah, good question. Well, they were telling me, and here's why I asked them, you
(02:41):
know, they, They said that they were having trouble with the business in
general. You know, the person that they had before had left,
but they told me, they said that, you know, they were having difficulties getting
the person that they had to do the things that
would be required of somebody to run the pharmacy. Right. And so to
be clear, you know, it wasn't that they needed just a pharmacist, they
(03:04):
needed a pharmacist licensee. So the licensee is the, in that
industry. Right. is the person whose name is on the license of
the pharmacy itself. So essentially they are the ones who
in many cases run the business. And so
what I had noted in the feedback I had gotten from the client was
that where they had struggled is that they had identified
(03:27):
a pharmacist who was reliable and very good at doing pharmacy
things. And so they thought that that meant that this would be
a good opportunity to promote them and give them the opportunity. But what they hadn't
accounted for is that the job's different, right? At this point, when
you need somebody to run the pharmacy, this isn't just about, are you a
good pharmacist? This is now all about
(03:49):
running the business, building the business, growing the business. And especially when it's
a smaller community pharmacy like that, you know, a larger
national chain, they have their marketing processes in place.
They have their business processes in place that drive business. You know, they have the
visibility that people just— associate pharmacy with them anyway.
And so they don't necessarily need somebody who is going to
(04:12):
take on that business-running, business-building stuff. They don't.
What they need is they need— they could get away with a great
pharmacist and promote them because those processes are already built and they're just
following them at that point. But in the case of a community pharmacy, not
only do they need somebody who had
the ability to be a pharmacist licensee, but they also need
(04:35):
somebody who could run the business and grow it in the community and be the
face of it. And so, you know, I identified here by
hearing that is, look, you're not looking for
a pharmacist. You're actually looking for an entrepreneur that just happens to have their
pharmacy certifications or their certifications to be a
licensee. And so I told them that what they needed to do was
(04:56):
to shift their focus. You know, don't— yes, they needed to be
verified and certified in the art of pharmacy For
sure. But focus on their skills as leaders,
skills on their ability to lead people, but also their skills to be
entrepreneurial, to find business opportunities, to be the face
of the business in the community, right? And to look for those
(05:18):
skills because this was really what they needed. This was
their pinch point, right? The owner of the pharmacy was
frustrated or because not enough, you know, not enough business
was being generated. They weren't really running the business. They weren't interested in those
functions. And that was where they really, really, really needed
to close their gaps. So
(05:40):
what is different if you're just hiring a licensed
pharmacist versus hiring for growth and now you're looking for
someone with an entrepreneurial mindset? Good question.
100%. The difference is, is that when you are
screening them in the interviewing process, right, and using
Motivation-based interviewing, as you know, we love to use.
(06:04):
You now aren't just looking for their ability to run
or to do pharmacy tasks. You want to ask them questions
around the skills required to think of new business opportunities,
around the skills required to, frankly, to manage your
team so that they're entrepreneurial as well, right? Their skills to build
relationships and to build community Visibility.
(06:27):
That is what you need to be screening for and using MBI
as a tool. Because when you use MBI, you are going to
identify the skills that you would like to screen for.
And basically when you are identifying those skills,
you need to identify the right skills. So you need to identify their ability to
think entrepreneurially, right? To think of the new, the opportunities that are
(06:50):
before them or find them. You need to think of the skills Where they can,
uh, you know, get out in the community, right? And make those
connections, build those relationships. Also, you need to
think about the skills needed for customer service and to be a
customer service leader. And those are the biggest things. Look for
those skills when you're looking for that. Very interesting. Now,
(07:13):
I like the idea of hiring someone with an entrepreneurial
mindset, but it's, It sounds like, Tim, there are
times where that is precisely the right fit, which
leads me to wonder, there must be times where an
entrepreneurial mindset would not be the right fit for
a role. Is that true? Well, that's an interesting question. Like, I do think
(07:36):
that it is helpful. And I mean, if you read, Lee talks
about this in his books a lot. Another man, Lee's back on our show again
without being here, but how, you know, a lot of times what you, you want
to hire so that way everybody is a leader regardless of their role. And I
do think that there are some things about being entrepreneurial-minded
that are also just things that you have in common with
(07:57):
leadership in general, right? And I do think that every
single person in your organization does need to be a leader.
Every single person needs to be a leader in your organization.
And if you think about it, every single person in your organization is taking the
lead for something, right? If you are the CEO,
well, I think everybody can see why you'd be viewed as a leader. But
(08:20):
think about it. You know, every person is meant to take the lead for something.
If you have a business development person, they're taking the lead for building your brand.
If you have an operations person, they're, they are taking the lead for making sure
things show up on time. If you have somebody that helps with cleaning, they're
taking the lead to make sure that you have a clean work environment. And so
everybody has to take initiative. Everybody has to show leadership
(08:42):
because leadership is about taking the lead. It's not just about being an
alpha personality that pushes everybody outta the way. It is literally about
taking the lead for things and taking ownership for
things. And so I do believe that it is helpful for
everybody to be a leader. And I think, I do think, and I
do believe that a lot of leadership skills in general
(09:04):
do go hand in hand and the desire to take the lead and the
ability to take the lead without being asked, right? That also
is something that somebody who's entrepreneurial can do because they can see
opportunities to do that and they take them. And that is a good answer. That
is a good way to look at it. I think Tim has clarified for us
that there is perhaps no downside to
(09:26):
having entrepreneurial people. So
then let me ask this a different way, Tim. Before I said there are
some roles where you don't want an entrepreneurial mindset. You
debunked that. You can benefit in any role if there's an
entrepreneurial mindset, but there are some roles Where it, it isn't
necessary, right? Yeah. That's what I was, that's
(09:48):
what I was leading you to, that yes, we like this, but if,
if we're using motivation-based interviewing, we can find out someone is still
right for a role as a licensed pharmacist that
isn't necessarily looking to grow the business. They just want to
be a really good pharmacist. And sometimes that alone grows the
business. But in the case of a, I would say if we're going to apply
(10:10):
it specifically like a licensed pharmacist who's at the base level and doing that,
fine. But if you are, say, if we're going to use that
specific example where you're the pharmacy licensee, like you're carrying
the license for the actual pharmacy, the whole pharmacy and all the pharmacists that
work in it. And it's a situation where part of your job description is
going to be to grow that business, right? And that is your job function.
(10:33):
This is not a large national pharmacy chain. It's a community chain. Yeah,
you're probably going to want somebody entrepreneurial for a role like that. But it just
depends, right? But yeah, but you know, there are more ways to take the
lead than thinking about simply business growth, right?
People can take the lead by improving your processes or giving you those suggestions.
People can take the lead in many different ways. But I think
(10:56):
that entrepreneurial or not, if you are using,
you know, and this all goes back again to MBI, if you're using MBI
properly and identifying the skills inventory properly of
what you want the people that you're hiring for to be skilled at,
then if you use MBI properly, you will always find
somebody who's ready and willing to take the lead for those
(11:18):
skills or to use those skills and take leadership for using those skills
within that role, if that makes sense. Yeah, that's right. So give us
an idea of what could change if we've never thought about
entrepreneurial mindset when we're hiring.
Now we change our hiring practice. We changed the
lens we look for as we hire, and now we're starting to
(11:40):
hire for growth. Yeah. What changes over
time to the culture, to the people that work there, and to the business
results? Everything changes. You know, you get a group of
people that are going to be innovative, right? They're going to think of ways, and
it's not as glamorous as it sounds sometimes. It's hard work, but they're going to
look at what you're doing and they're going to think of ways to do it
better. They're going to take ownership for your customers and their outcomes.
(12:04):
If you're thinking about growth, a lot of times growth requires scaling and scaling is
how do you operate and function your processes in a way that
makes sense for what you're trying to do, right? Because you do need to streamline
them. You do need to fix them once you're dealing with a larger group of
people or you're trying to serve a larger group of people. And so
you get people that aren't going to— they're going to think of new ways to
(12:25):
do things. They're going to think of ways to innovate. They're going to think of
ways of looking at the— if you're specifically talking about growth, You know how to
look at the growth that you're experiencing and handle it and innovate your processes to
do so. And, you know, you're just going to be in far better shape from
a growth mindset. If you have people that are entrepreneurial, it can create tension,
right? Because there'll be a conflict of ideas on how to do it. But if
(12:46):
you've got good self-motivated people that want to create that tension
in a healthy way and talk about ideas and be able to
forward them and then move forward together, even if they don't always get exactly what
they're hoping for, It can be quite the mix, right? And it can be the
difference between getting stagnant, and stagnant doesn't even just mean from
a business or revenue perspective. There's also just how you operate can become
(13:08):
stagnant. It's the difference between getting stagnant and
staying relevant and innovating. And that is often
the difference, right? Do you have people that want to innovate and get
better? Not even just grow revenues, but just get better.
And the revenue growth will come from that because part of getting better is sometimes
doing better and growing your customer base. So yeah, all that to say is it's
(13:31):
all part of the game. It will completely change the culture of your team.
So at the end of the day, the reality is that, you know, hiring
people that are ready to take the lead or think entrepreneurially is never
a bad thing for any and all positions, so long as you
also temper the questions with making sure that they can also
work well on a team, right? 'Cause you won't always get your own way when
(13:53):
you have ideas either. But, you know, if you want your business to
get better at what it does, and it's not just about getting better from
a revenue perspective, although that will follow, but just
getting better, period. You know, if you have a culture where you're
hiring people that want to take the lead and you're hiring people that want to
innovate and, you know, and can think entrepreneurially, you will see
(14:15):
results and you'll just keep getting better. at serving your customer at the end of
the day. Well, if this is a new thought, a new process
for us, Tim, where can we get help to get started
hiring for growth? Yeah, thanks for asking. So it's
simple. Our website, bestculturesolutions.ca,
or you can find me at tim@bestculturesolutions.ca. It's as
(14:37):
easy as that. Well, thank you so much, Tim, and thank you for
listening to World at Work.
Welcome to the World at Work podcast, where business leaders and
job seekers come together to create winning cultures and
fulfilling careers. I'm your host, Jodi Mayberry. I'm
here with Tim Dick, the founder of Best Culture Solutions
and the star of this podcast. Hi, Tim. The star,
that is I wasn't ready for that. How are you? I'm good.
(00:29):
I did that piece for your mother. I thought she would like to know that
you're a star of the podcast. She didn't raise me that way. She didn't raise
me to seek attention like that. So I don't know if she
knows that this exists or not. Oh, okay. Well, I
did it for her anyway. I'm hoping I'll get
to see her the next time I'm in Calgary. Tim, do you
(00:51):
call it Calgary or Calgary? I call it Calgary, just like you.
And I would like to point out that the next time you are in Calgary,
I actually hope you do not see her, even though it's inhospitable of me to
say that, because she loves a crowd and to give me
a hard time. And I feel like you're just, you just
give her ammunition. And then she in turn gives
(01:13):
me ammunition for later. Exactly. Yeah. Like how I know
you used to be a quiet kid that just read books.
Yeah. Well, we should, we should just move on to the episode. We can
bring your mother up another episode. This could be an
ongoing storyline, Tim's mother, and then eventually we can
have her on the show. Maybe. Yeah. I was going to say, so long as
(01:36):
you don't bring her on the show, but— She could have her
own podcast. She could. Well, yeah.
There's a business development opportunity for you right there.
Tim, what I want to talk about this episode is hiring for growth.
Yeah. I know you have a great story of a small-town pharmacy
(01:56):
that needed a pharmacist. Yeah. So that, that was
your quest or the task, the
assignment you were given. Find us a licensed
pharmacist. Right. But through your work, you
discovered that what they really needed was a pharmacist with an
entrepreneurial mindset who could help them grow. That's probably
(02:18):
not what they tasked you with. That's probably not what they realized they needed.
But I'm just fascinated with that story on
how did you get there? How did you convince them that's what they needed? And
why did you know? How did you know they needed that
instead of what they told you, which was a licensed pharmacist?
Yeah, good question. Well, they were telling me, and here's why I asked them, you
(02:41):
know, they, They said that they were having trouble with the business in
general. You know, the person that they had before had left,
but they told me, they said that, you know, they were having difficulties getting
the person that they had to do the things that
would be required of somebody to run the pharmacy. Right. And so to
be clear, you know, it wasn't that they needed just a pharmacist, they
(03:04):
needed a pharmacist licensee. So the licensee is the, in that
industry. Right. is the person whose name is on the license of
the pharmacy itself. So essentially they are the ones who
in many cases run the business. And so
what I had noted in the feedback I had gotten from the client was
that where they had struggled is that they had identified
(03:27):
a pharmacist who was reliable and very good at doing pharmacy
things. And so they thought that that meant that this would be
a good opportunity to promote them and give them the opportunity. But what they hadn't
accounted for is that the job's different, right? At this point, when
you need somebody to run the pharmacy, this isn't just about, are you a
good pharmacist? This is now all about
(03:49):
running the business, building the business, growing the business. And especially when it's
a smaller community pharmacy like that, you know, a larger
national chain, they have their marketing processes in place.
They have their business processes in place that drive business. You know, they have the
visibility that people just— associate pharmacy with them anyway.
And so they don't necessarily need somebody who is going to
(04:12):
take on that business-running, business-building stuff. They don't.
What they need is they need— they could get away with a great
pharmacist and promote them because those processes are already built and they're just
following them at that point. But in the case of a community pharmacy, not
only do they need somebody who had
the ability to be a pharmacist licensee, but they also need
(04:35):
somebody who could run the business and grow it in the community and be the
face of it. And so, you know, I identified here by
hearing that is, look, you're not looking for
a pharmacist. You're actually looking for an entrepreneur that just happens to have their
pharmacy certifications or their certifications to be a
licensee. And so I told them that what they needed to do was
(04:56):
to shift their focus. You know, don't— yes, they needed to be
verified and certified in the art of pharmacy For
sure. But focus on their skills as leaders,
skills on their ability to lead people, but also their skills to be
entrepreneurial, to find business opportunities, to be the face
of the business in the community, right? And to look for those
(05:18):
skills because this was really what they needed. This was
their pinch point, right? The owner of the pharmacy was
frustrated or because not enough, you know, not enough business
was being generated. They weren't really running the business. They weren't interested in those
functions. And that was where they really, really, really needed
to close their gaps. So
(05:40):
what is different if you're just hiring a licensed
pharmacist versus hiring for growth and now you're looking for
someone with an entrepreneurial mindset? Good question.
100%. The difference is, is that when you are
screening them in the interviewing process, right, and using
Motivation-based interviewing, as you know, we love to use.
(06:04):
You now aren't just looking for their ability to run
or to do pharmacy tasks. You want to ask them questions
around the skills required to think of new business opportunities,
around the skills required to, frankly, to manage your
team so that they're entrepreneurial as well, right? Their skills to build
relationships and to build community Visibility.
(06:27):
That is what you need to be screening for and using MBI
as a tool. Because when you use MBI, you are going to
identify the skills that you would like to screen for.
And basically when you are identifying those skills,
you need to identify the right skills. So you need to identify their ability to
think entrepreneurially, right? To think of the new, the opportunities that are
(06:50):
before them or find them. You need to think of the skills Where they can,
uh, you know, get out in the community, right? And make those
connections, build those relationships. Also, you need to
think about the skills needed for customer service and to be a
customer service leader. And those are the biggest things. Look for
those skills when you're looking for that. Very interesting. Now,
(07:13):
I like the idea of hiring someone with an entrepreneurial
mindset, but it's, It sounds like, Tim, there are
times where that is precisely the right fit, which
leads me to wonder, there must be times where an
entrepreneurial mindset would not be the right fit for
a role. Is that true? Well, that's an interesting question. Like, I do think
(07:36):
that it is helpful. And I mean, if you read, Lee talks
about this in his books a lot. Another man, Lee's back on our show again
without being here, but how, you know, a lot of times what you, you want
to hire so that way everybody is a leader regardless of their role. And I
do think that there are some things about being entrepreneurial-minded
that are also just things that you have in common with
(07:57):
leadership in general, right? And I do think that every
single person in your organization does need to be a leader.
Every single person needs to be a leader in your organization.
And if you think about it, every single person in your organization is taking the
lead for something, right? If you are the CEO,
well, I think everybody can see why you'd be viewed as a leader. But
(08:20):
think about it. You know, every person is meant to take the lead for something.
If you have a business development person, they're taking the lead for building your brand.
If you have an operations person, they're, they are taking the lead for making sure
things show up on time. If you have somebody that helps with cleaning, they're
taking the lead to make sure that you have a clean work environment. And so
everybody has to take initiative. Everybody has to show leadership
(08:42):
because leadership is about taking the lead. It's not just about being an
alpha personality that pushes everybody outta the way. It is literally about
taking the lead for things and taking ownership for
things. And so I do believe that it is helpful for
everybody to be a leader. And I think, I do think, and I
do believe that a lot of leadership skills in general
(09:04):
do go hand in hand and the desire to take the lead and the
ability to take the lead without being asked, right? That also
is something that somebody who's entrepreneurial can do because they can see
opportunities to do that and they take them. And that is a good answer. That
is a good way to look at it. I think Tim has clarified for us
that there is perhaps no downside to
(09:26):
having entrepreneurial people. So
then let me ask this a different way, Tim. Before I said there are
some roles where you don't want an entrepreneurial mindset. You
debunked that. You can benefit in any role if there's an
entrepreneurial mindset, but there are some roles Where it, it isn't
necessary, right? Yeah. That's what I was, that's
(09:48):
what I was leading you to, that yes, we like this, but if,
if we're using motivation-based interviewing, we can find out someone is still
right for a role as a licensed pharmacist that
isn't necessarily looking to grow the business. They just want to
be a really good pharmacist. And sometimes that alone grows the
business. But in the case of a, I would say if we're going to apply
(10:10):
it specifically like a licensed pharmacist who's at the base level and doing that,
fine. But if you are, say, if we're going to use that
specific example where you're the pharmacy licensee, like you're carrying
the license for the actual pharmacy, the whole pharmacy and all the pharmacists that
work in it. And it's a situation where part of your job description is
going to be to grow that business, right? And that is your job function.
(10:33):
This is not a large national pharmacy chain. It's a community chain. Yeah,
you're probably going to want somebody entrepreneurial for a role like that. But it just
depends, right? But yeah, but you know, there are more ways to take the
lead than thinking about simply business growth, right?
People can take the lead by improving your processes or giving you those suggestions.
People can take the lead in many different ways. But I think
(10:56):
that entrepreneurial or not, if you are using,
you know, and this all goes back again to MBI, if you're using MBI
properly and identifying the skills inventory properly of
what you want the people that you're hiring for to be skilled at,
then if you use MBI properly, you will always find
somebody who's ready and willing to take the lead for those
(11:18):
skills or to use those skills and take leadership for using those skills
within that role, if that makes sense. Yeah, that's right. So give us
an idea of what could change if we've never thought about
entrepreneurial mindset when we're hiring.
Now we change our hiring practice. We changed the
lens we look for as we hire, and now we're starting to
(11:40):
hire for growth. Yeah. What changes over
time to the culture, to the people that work there, and to the business
results? Everything changes. You know, you get a group of
people that are going to be innovative, right? They're going to think of ways, and
it's not as glamorous as it sounds sometimes. It's hard work, but they're going to
look at what you're doing and they're going to think of ways to do it
better. They're going to take ownership for your customers and their outcomes.
(12:04):
If you're thinking about growth, a lot of times growth requires scaling and scaling is
how do you operate and function your processes in a way that
makes sense for what you're trying to do, right? Because you do need to streamline
them. You do need to fix them once you're dealing with a larger group of
people or you're trying to serve a larger group of people. And so
you get people that aren't going to— they're going to think of new ways to
(12:25):
do things. They're going to think of ways to innovate. They're going to think of
ways of looking at the— if you're specifically talking about growth, You know how to
look at the growth that you're experiencing and handle it and innovate your processes to
do so. And, you know, you're just going to be in far better shape from
a growth mindset. If you have people that are entrepreneurial, it can create tension,
right? Because there'll be a conflict of ideas on how to do it. But if
(12:46):
you've got good self-motivated people that want to create that tension
in a healthy way and talk about ideas and be able to
forward them and then move forward together, even if they don't always get exactly what
they're hoping for, It can be quite the mix, right? And it can be the
difference between getting stagnant, and stagnant doesn't even just mean from
a business or revenue perspective. There's also just how you operate can become
(13:08):
stagnant. It's the difference between getting stagnant and
staying relevant and innovating. And that is often
the difference, right? Do you have people that want to innovate and get
better? Not even just grow revenues, but just get better.
And the revenue growth will come from that because part of getting better is sometimes
doing better and growing your customer base. So yeah, all that to say is it's
(13:31):
all part of the game. It will completely change the culture of your team.
So at the end of the day, the reality is that, you know, hiring
people that are ready to take the lead or think entrepreneurially is never
a bad thing for any and all positions, so long as you
also temper the questions with making sure that they can also
work well on a team, right? 'Cause you won't always get your own way when
(13:53):
you have ideas either. But, you know, if you want your business to
get better at what it does, and it's not just about getting better from
a revenue perspective, although that will follow, but just
getting better, period. You know, if you have a culture where you're
hiring people that want to take the lead and you're hiring people that want to
innovate and, you know, and can think entrepreneurially, you will see
(14:15):
results and you'll just keep getting better. at serving your customer at the end of
the day. Well, if this is a new thought, a new process
for us, Tim, where can we get help to get started
hiring for growth? Yeah, thanks for asking. So it's
simple. Our website, bestculturesolutions.ca,
or you can find me at tim@bestculturesolutions.ca. It's as
(14:37):
easy as that. Well, thank you so much, Tim, and thank you for
listening to World at Work.
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