Every company says, “People are our greatest asset”…BUT…most have very little insight how to actually find, select, and develop employees, let alone, retain them! Otherwise, the turnover of employees would be a nonissue as it RARELY would happen and quality would be measured in terms of “thousands of interactions” without a single screw up or complaint.
In this episode, Andrew Reed breaks open the blueprint for building a People System that actually functions—where the ability to attract talented employees normally increases 200-500%… and where the Talent Selection process leaves only “fertile” ground to till to grow human potential rather than investing ENORMOUS time and money into people who will NEVER work out in your culture. You’ll hear how most companies rely on borrowed language, vague HR strategies, or unverified “best practices”—and why this leads to mediocrity at best, disaster at worst.
Andrew covers 2 of the 4 processes that are part of the intelligent design of People Systems:
- Talent Attraction
- Talent Selection
- Talent Development
- Talent Retention
This is something to STUDY and not just listen.
Chapter Markers
(00:00) Introduction & Framing the Conversation
(03:44) The Centrality of People Development
(11:27) What Motivates People to Grow
(19:52) Understanding Job Fit and Talent
(27:38) The Importance of Self-Assessment
(36:15) Systematic Approaches to People Development
(44:03) Designing for Cultural Fit
(51:08) Talent Screening and Early Assessment Techniques
(59:12) Interview Dynamics & Teaching as a Skill
(01:06:17) Performance-Based Compensation & Organizational Integrity
Song: If All the World Were Right - andrew reed & the liberation
Album: If All the World Were Right (Trilogy II Album 1)
Social Media Links
Official Website: www.multiviewinc.com
YouTube: https://www.youtube.com/user/mvimedia
LinkedIn: https://www.linkedin.com/company/mviteachers/?viewAsMember=true
Facebook: https://www.facebook.com/multiview.incorporated
Instagram: https://www.instagram.com/multi.viewinc/?hl=en
MVI Phone #: (828) 698-5885
Click here to view the episode transcript.
Watch out for the next message, every two weeks on Monday @ 7:00am EST!
“Measurement and accountability aren’t micromanagement. They’re the path to mastery.”
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:12):
Creating the perfect company from the organizational
experts MultiView Incorporated.This content is based on MVI's
work with over 1,300organizations extracting nine
eighty nine data elements withnine twenty two cross
calculations over twenty sevenyears on a monthly basis and
(00:35):
then systematizing theoperational success patterns of
the ninetieth percentile. Ourintent is to get beyond the brag
and the boast and simply shareinsights from our experience
without manipulation or coercionto sell anything except helpful
ideas. These messages range fromintimate recordings from the
(00:58):
Awakened Forest to concerts,national conferences, and
broadcasts.
Speaker 2 (01:10):
What would an effective training program look
like? And, let me just go aheadand say this. Okay, you're
watching in your office and youyou're aware that your HR person
is not watching this. Go grabthem right now. Go grab them
(01:31):
right now.
You might even get IT here forthe first part of it and and
that's fine. Just because theydo play some role in this, at
least for this section. So page136 And let's go ahead and do
(01:52):
this. And what we want to do isget an idea of what this is
going to look like. Basically,the vision.
Again, I do all this work withCEOs and different
organizations. And the visionis, just like giving people a
vision into their lives or avision into their potentials, a
(02:16):
glimpse into theirpossibilities. A vision should
give energy, a vibration. Andyou want to make something
different. But, in order for youto know about your potentials,
(02:37):
you have to see it in your head.
They take it from the idea realmof the intangible and give it
life through your intentionbefore that thing will manifest.
And that's what we are doinghere. And I will just say this,
(02:59):
these practices that we aregoing through again are the
ninetieth percentile. And eitheryou can say, Yes, we are doing
that, Andrew. Or really, No,we're not.
Or maybe you're near beer. Orsomeplace in between. But I
(03:20):
guarantee most people aren'tdoing this. And this is just
taking the very best elementsfrom everybody, all our nearly
thousand clients that benchmarkall that, taking the very best
and distilling it into oneorganizational training system.
(03:43):
And so that's what this sectionis on.
Okay, first of all, we breakpeople development or our people
system into four distinctprocesses. We have a people
attraction process. We have apeople selection process. I
(04:05):
mean, who are we going to pickfrom those that want to work at
our organization? Of those thatwe do select, how do we develop
them?
That's people developmentprocess. And then when we put
this investment in these people,this huge investment when you
really get down to it, how do weretain that talent? So we don't
(04:27):
lose them, lose that investment,and even worse, if they're
talented, go off to anotherorganization and use those
practices against us. Forexample, I was thinking about
one hospice. South of us is asignificant hospice and we are
(04:49):
putting them in the model andthe CFO took a look at the CEO
and says, This ain't happening.
I mean, this person doesn't havethe the know how or the juice
pull this off. You know what?This is hot enough. I'm gonna
start my own hospice. And thisguy's just rocking it.
(05:14):
But they're doing the model.They're doing the success, the
proven, quantified practicesthat have worked. Because he on
some level had the intelligenceto recognize where he was, what
they were trying to do, ain'thappening. And by the way, that
hospice didn't get it. And thenhe's run circles around him.
(05:45):
Again, why this happens likethis, I don't know. We share
liberally with anyone, but it'skind of that thing for for the
one that has ears to hear tohear. You know, it's a
combination of intelligence. Bythe way, let let let's just
(06:06):
define intelligence. I'll hitthis later on.
Intelligence in our world ispattern recognition. Recognizing
that the entire world ispatterns. Random does not exist.
Andrew, what do you mean randomdoesn't happen? I'm saying it
(06:28):
doesn't exist.
Just like a meteorite that hitsthis planet and extinguishes
half of all life on it. Ithappens. It just doesn't happen
that frequently. But there's allkinds of evidence that we've
(06:48):
been hit a lot of times. Or ifyou go out and have a fender
bender.
Well, that's not random. Ithappens thousands of times a
day. Just that doesn't happen toyou every day. So recognizing
patterns. And patterns, what'sthe value?
(07:09):
They have planning value. Theyhave survival and profit value.
If we recognize that in thenatural world that there there's
times when things get colder andthe leaves fall off the tree and
there's not much food around andall that, And then there's a
(07:29):
time when things grow and it'sabundant and it's warm and
there's lots of food. Theintelligence goes, you know,
this this happens regularly andmaybe we got a hold of let's not
eat up all our nuts. Let's holda few back rather than be the
foolish person that gobbles upall their Medicare nuts and
goes, oops, forgot about winter.
(07:52):
That's intelligence. And youwanna surround yourself with the
most intelligent people you can.Link your wagon to a winner.
That's what I I remember Normantold me that and I go, my god.
And so, I mean, I'll just saythis, even in peer groups
because a lot of people lovepeer groups, hospice groups that
(08:13):
do this.
A lot of times those peer groupswill hold you back because of
the herd mentality. So, like,economically, if you're not
doing that well economically,hang around winners. I took this
one billionaire into this one,I'm on a board with him and and,
(08:36):
you know, and then I I said,man, how do you do it? How do
you do it? And I've done that,you know, many times.
But the point is when youidentify people that have gotten
to a certain level or have donethings, That's who you wanna and
you wanna learn something.That's that's that's who I'm
(08:57):
start with to imitate. Whatever.So that's been a pretty regular
practice. So you wanna basicallyand I'm not saying it's a higher
consciousness on a any kind ofmoralistic, but they know
things.
Okay. So with that said, peoplesystem divide into four distinct
(09:20):
areas of focus to make a make awhole. Now you may I like to
substitute talent rather thanpeople. Okay? Because I think
it's more powerful word of whatI'm trying to liberate.
Okay. You want to set specifictime expectations as far as how
(09:43):
long it will take you to developpeople to a certain level,
especially people in theonboarding process. For example,
we expect an RN to be fullytrained to be able to take on a
caseload in twenty eight days.That's with weekends included.
(10:05):
And, you know, maybe an aidefourteen days, an account twenty
one I mean, call reps, what whatwhatever.
But you focus us. We tend togive less time because the more
time you allow, the sloppier youget. It also has to be enough.
There are too many organizationsthat have a day or two and then
they just cut people loose andthey wonder why people butcher
(10:30):
their work and scar permanentlythe emotions of patients and
families. But yet, what's theSHOP slogan?
People are our greatest asset.That's BS in most organizations.
I can tell you when I get offthe plane because I fly most
(10:53):
places and they pick me up atthe airport and what's the first
thing you say? Take me to yourleader. As I get off my
spaceship.
And then, okay, I I meet the CEObecause that's the my primary
student. Now I'm not now don'ttake that into me, but that's
(11:14):
why we're being brought in. AndI do a quick scan. And I with
three things. I'm looking forintelligence, energy, and
integrity.
And then all those culminate inthe quality of the most
successful people on the planet,which is self control or self
(11:34):
regulation or focus. Andusually, you can get to the kind
of intelligence thing and get apretty good beat on that.
Energy, they might be depressedthough, you know, or whatever.
So, know, you look at all thesethings with that fair sense of a
fair play in equity and in, youknow, where they're at and all
(11:58):
this. Integrity, usuallymanifests later on.
And self control is obviousbecause if they're trying to go
in all these differentdirections, obviously, there's
there's not a quality situation.You got to do a Steve Jobs and
say, here is where we're goingto focus. Like we get these
calls from these large healthsystems that suddenly their
(12:21):
hospice or home health is themost profitable business segment
in the entire thing and and theywant to do this and I have to
say, hey Hoss, hold on. Orma'am, I don't know if you can
do this. You're trying to run 50businesses and you may end up
with a great hospice or homecare wing.
(12:41):
Maybe your cancer center will begreat or whatever. The rest of
your stuff is probably gonna bemediocre to crap. Cause you're
trying to run 50 businesses.Choose what you're going to be
extraordinary at. I'm trying todo that in music right now.
(13:01):
Creative because, I mean, it's ait's a different animal. And
we'll have fun doing it, but Ican't help but believe that the
practices for the ninthpercentile will not prevail on
some level. And plus it's fun.But you set a time limit and
that what what does that do?Especially a little bit less.
(13:24):
All the crap stuff, all thefluff just kind of goes away.
And for example, when we'redoing transformation or whatever
you want to call it, we don'tcall it orientation or
orientation, the cure forinsomnia or onboarding or you
wanna, you know, use sexierlanguage and precise language,
but something that big is gonnahappen. And, of course, then you
(13:44):
can't disappoint people. But youwant it to be something that's
so memorable that that, wow,that was the greatest training I
have ever been in. I've neverworked at a place that really
did this and I am scared even.
(14:05):
I didn't think I could do it,but now I'm confident. I'm
empowered. They tested me. Theyvideotaped me. They have very
high standards.
They were demanding. Just likethe folks that come out of the
Marine Corps or other eliteorganizations. And there's this
(14:27):
organis I'll say healthyorganizational pride. There's a
negative pride that calibratesat one ninety, that you don't
want that's undesirable becausethat comes out of almost a fear
based kind of thing. Whereas,no, I am so and I know you're
doing that.
I mean, I see evidence all overthe place of the marvelous
(14:49):
things you're doing out West.But, you know, also I'll just
say this. I mean, who is reallythe chief teaching officer of
any organization? The CEO.Because everybody's looking at
this position and first they'resaying I'm working for a winner
(15:13):
or they're saying we're screwed.
They're also taking a look atthis person and taking their
performance and behavioral cuesbecause we lead by example. As
we like to say, you lead fromthe front. And so that again, I
(15:33):
can just go, okay, here we go.Chris Carter's, you know, an
incredible leader and attractsincredible talent and and and
that's that's part of theformula. So therefore, you know,
leaders just become consciousthat if they got quality issues
or economic performance issues,you got to get out that mirror
(15:55):
and go, man, it is all comingfrom me.
It's not coming from Medicare.It's not so much coming from
competition or the carve in orwhatever excuse people want to
make. Because we can point topeople that are winning in any
situation. Competition. Youknow, there's a 100 other
hospices.
(16:16):
And and half of them arestruggling, and then, man,
there's the ones that are justthriving. And you can go right
back to that that leader. Soeven the recognition of a CEO of
their responsibility, theirprofessional obligation to model
to model the behaviors andperformance that you want. And
(16:44):
all leaders have to do that. Lipservice doesn't work.
Lead from the front. Be the realdeal. Okay. I'll just say this,
at the bottom of this page is animportant statement on page,
(17:08):
137. Staff want to believe thatthey are talented and well
trained and we must transformthis desire from a want into a
certainty.
Or there's no way they can comeout of this program and not know
that is the best training theyhave ever been through. It was
(17:29):
transformative. My life haschanged. My professional life is
better. My personal life hasbeen impacted.
That's a life changing. And halfthe time, let me just say this,
you are changing people's views,perceptions, or feelings about
the world. So some of you, thelower calibrations probably blew
(17:53):
off the first part of of whatwe're talking about because they
go, and this is stuff that'skinda hard to touch, Andrew.
He's getting into this. That'swhat a lower consciousness would
do because they don't value it.
Okay. So limit the time. Thiswill cause you to get focused.
(18:20):
So let's break down the firststep which is the talent
attraction process. First, youcreate super ads that will pull
candidates in who are the typeof people that you want to work
with.
And at rates usually 50 to 80,sometimes hundreds of times or a
percent higher than other adsfrom similar organizations.
(18:46):
Candidates are directed to thewebsite. We don't want to see
you. We don't want to see you. Imean, I mean, sometimes you know
people and you definitely wantto go after people, known
talents that that exist, but youalso it's nice to have that
objectivity.
Okay? And so what do these superads have in them? What do they
(19:11):
contain? Well, you're alwaysselling a payoff because all
forms of life gravitate towardsa payoff. Right?
Compensation. Again,compensation is not just money.
It's also in the environment,how we experience life, all
(19:31):
that. And I'll say that that'sactually the higher one because
money is an abstraction. Again,you can't eat money.
It represents economic energy.But, say, the amoeba, let's take
the single celled organism,operates like you do. What does
amoeba do? Well, it gravitatestowards the slightest glimmer of
(19:54):
warmth or food or somethingthat's life affirming and goes
away from those that take awaylife. And you do the same thing.
You do the same thing in all ourdecisions. Again, a lot of us
are under the illusion that weare sacrificing for our kids.
(20:18):
The truth is that we are makingchoices among a array of
alternatives and picking the theone that would seems best to us.
It feels better to try to raiseour children rather than just
let them go wild. There's thepayoff.
That's why we're doing it. So weall do things for some type of
(20:42):
payoff or compensation. That'swhy compensation, again, is the
main way that you teach peoplebecause it provides some
motivation or inspiration. Itcan be a goal even. But what do
these ads have?
Least two things. I think thatyou sell your inspirational,
(21:05):
spiritual, electric workatmosphere or work environment.
And and you highlight that morethan the financial in these ads.
Now with this said, thefinancial is important because
that's the silvery coin or theshining coin that gets their
(21:26):
attention often, even if they'reat a a certain consciousness
level. But everybody wants to bepaid well.
Right? Everyone would like to bepaid what they feel they're
worth. So the money might be theshiny object that gets their
attention, But I'll just saythis, no matter how much you pay
(21:48):
people, it runs out. Some folkshave paid me just truckloads of
money every month just to beassociated with multi view. And
in one of those situations, I'lljust say I just quit the whole
thing because, yeah, I'm in theletterhead or whatever, and
they're praying around, they'redoing the model, but they had
deviated from the model.
(22:08):
And I had brought this up manytimes. Hey, this isn't really
the way that we would be doingit. Don't use our brand if
you're not doing it. And so whatI do? I quit.
A bunch of money isn't gonnahold Mr. Reed because I just I'm
not gonna do it. And thisexplains why you can hire people
(22:35):
at high compensation and losethese talented people. Why?
Because what they're reallysearching for is life.
They're looking for the garden.They're looking for a place
where their potentials are goingto be liberated, where they can
be all they can be, where theycan achieve self realization,
(22:58):
self actualization. Man, that'swhat they want. And the rest of
the world is not serving thatup, and that's what makes us
easier than we perceive. Exceptfor the fact that we actually
have to become that awakened,enlightened, and alive person
(23:23):
That would inspire.
Inspire people. I keep books ontopics like if I have an
inspiration or something thathas to do with the topic of
inspiration, it goes in thebook. You know, inspire is
active, alive. So when you'reselling your organization to the
(23:50):
external world, again, easier tocontrast than what we think.
Just like brand new hospicewe're starting up out West, one
I'm associated with.
We're not I mean, there's allkinds of other hospices. We're
(24:11):
having zero issue in attractingtop talented clinicians. We have
more clinicians than we need.But yet, what's the rest of the
health care world saying? Oh,there's a nursing shortage.
Oh, Andy, you don't understand.There's, you know, there's all
(24:31):
this lack lack lack, weenieweenie weenie weakling weakling
victim victim excuse rather thansaying let's get the mirror out.
And that's not the onlyhospices. There are other ones.
And that's when I say the onlyones I'm interested in working
(24:53):
with directly and closely arethose that want to have this
more enlightened culture, thatare serving up life and helping
people experience the worlddifferent.
And there are truckloads ofclinicians that would love to
have that. But yet they gothrough orientation, their work
(25:16):
atmospheres or whatever. Theygot, you know, a leader that has
all these traditional negativeviews or just doesn't know how
to do it because maybe theyhaven't been provided the the
tools. Okay, so our ads that weput out. We want to brand it.
(25:39):
The New Life, New Care,whatever. So the first thing we
sell is the atmosphere. Boom!That's what this has to do. The
second thing you sell is yourcompensation system monetarily.
And you want to really limit thesalaries. Like at this hospice,
(26:02):
$70,000 top salary for a CEOeven. Mean, and have the bulk of
it based on performance andresults just like the natural
world would work. Okay. Forexample, I'm the highest
salaried employee at Multiview.
I have a salary of $65,000 ayear. But yet, you know, I may
(26:27):
make twenty, thirty times that.No prob. But based on producing
results, working my ass off, Imean tapping into whatever, And
that's that's part of what makesus a just world. Hell, I don't
(26:47):
care if you're in an iron lungbecause a drunk driver hits you.
Are you gonna play the victimcard, say, woe is me, crying my
beer? Are you going to say, whatcan I do from this? What good
can I do? Well, can you makethat nurse laugh and say, hey,
(27:08):
you know, I'm keeping the ironlung makers in business,
providing jobs for the economy.Or can you build a factory out
of your mind like the onegentleman did in Wisconsin?
Some people say, well, I can'tdo whatever, Andrew, because I
don't feel well when I'm sick.Well, let me just tell you. A
(27:29):
lot of great things have beenbuilt by people that don't feel
very good. I went through adecade of being sick.
Accomplished some pretty amazingthings.
And maybe that pain, thatsuffering, that physical vertigo
and things like that that I wassuffering from. I mean, there is
(27:54):
a purpose, otherwise it wouldn'texist. Okay. Let's keep going.
Let's keep it light.
Okay. So those are the two keyelements to your ads. And let me
show you. So the two primaryreasons people are attracted to
your organization is theatmosphere and pay. But pay
(28:15):
normally is the first thingthey're gonna grab onto.
And second, gonna then they'regonna walk around and go, man,
this is a cool place to work. Imean, Wayne, you're running
camera one here, cam one. Imean, has your life been
impacted by MultiView?Absolutely. It's changed every
aspect of my life.
Like, just how you look atthings? I mean Yeah. How I see
(28:37):
the world, how I carry myself,everything. Nancy?
Speaker 3 (28:43):
Yeah. Absolutely. I think the concept of multi view
is it's so far reaching in mylife now and more than it ever
was before. Just, you know,troubleshooting with people and
and if I have a problem throwingit out to the people that I
know, the talented people that Iwork with, and kind of
collecting different aspects ofpeople's perspective to come up
(29:05):
with that best known practice.
Speaker 2 (29:07):
What's your level of happiness? Has it increased?
Speaker 3 (29:11):
Exponentially.
Speaker 2 (29:13):
Your level of frustration?
Speaker 3 (29:15):
Much less.
Speaker 2 (29:16):
Okay. Those are just subtle hints that your culture
is doing something. When itstarts to change the view, the
multi view of how we experienceour lives. And the point is we
all have have the potential todo to do this. So let's let's
take a look at a few of thesedifferent ads.
(29:41):
In the the people attractionprocess, especially for hospice,
the central demographic is what?Is that people are attracted to
hospice work. And what are theyseeking? Meaning and purpose.
What are the words they use todescribe when they first come to
hospice?
That I was called, I was led, Iwas guided, but yet most
(30:04):
hospices have turnover rates. Sothey come into this thinking
they're gonna be doing whateverbecause that's the image they
have. And then they work for awhile and leave. The average
turnover for nurses and reallymost clinicians is around 25%. I
(30:26):
think it's 26% for for RNs, 24%for social workers, 23% for
aids, depending on what studyyou're looking at.
Well there's no way that you canhave any turnover ratio close to
that and have any legitimateclaim to quality. How can you be
(30:46):
losing a quarter of your peopleevery year and and have claim to
quality? We like it around 5% orin single digits. That's when
you start now, hey man, we got aquality thing going on here.
We're serving something up.
But you think about this, theycome in with these spiritual
(31:09):
aspirations of gaining meaning,purpose, whatever, and they are
disappointed and they leave.This should be obvious to
people, but the obvious is notso obvious to us, it seems. So
we want to attract thesespiritually oriented candidates.
(31:32):
And here's the big kicker,because they understand
accountability on a much higherlevel. I never we did not take
the deep dive intoaccountability right out of the
gate here.
But it's almost as easy assaying are going to be working
with mature people that aregoing to own their work, that
(31:54):
are going to do it to thestandards of the organization
because they care about patientsand families, moms and dads.
They also care about setting uptheir fellow clinicians for
success by doing their work sothat everybody can count on each
other. Their documentation isgoing to be done. And that's
part of the secret of goingagain thousands of visits days
(32:17):
and weeks without a singleservice failure complaint or
documentation error to findaccountable people rather than
the child that says, the dog atemy homework. I couldn't do it
because of this.
Spiritually oriented people getaccountability because they
realize they have if every hairin my head is numbered, every
(32:40):
act I do is registered in me orin the universe or God or
whatever, then I better reallymake an effort to do a great
job. And those people are easierto train. They will stick with
the organization. You will havefewer frustrations and all that.
(33:05):
You need less people to operatethe organization.
And the blessings or benefitsjust keep going. Because you're
working with these adults ratherthan the child. The complainer,
that doesn't seem fair to me.Okay. So you run your ads, but
(33:32):
you'll also find that just fromsheer word-of-mouth, water
cooler speak, the word on thestreet, that is an incredibly
effective way of gettingclinicians.
Now you have to watch so youdon't raid people that are
working at the hospital or inthe nursing homes because then
they won't refer. So againthere's a little bit of grace
(33:55):
and tact that is around that,but you'll get a lot of folks
from that. And what do these adslook like? You want some that
are so positive that theyactually jar people. They
actually jar people.
We do that with voice, memos andand even like with my emails and
(34:16):
stuff. I mean, I I try to teachclass at or MBI folks that you
jar people with this positivitythat people go, woah. What was
that? I mean, there are peoplethat actually view the world
much different. Yes.
Boy, wouldn't I like to workthere? Yeah. Yeah. So here it
(34:38):
is. Wanted superstar clinicaltalent for world class for a
world class health careorganization where every aspect
of the care experience isconsidered.
People that are successfulwithin our system of care aspire
to provide the highest qualityexperience to all and love
learning as well as teaching.Our culturally our our our
(35:01):
cultural environment is abalance of purposeful and
spiritually rich work withexcellent rewards based on
providing extraordinary value.Again, please apply through our
website. Go to the website. Goto the website.
No phone calls, please. Go tothe website. Because we're going
to be using the website to do somuch of the work for us. Here's
(35:25):
another one, seeking special RN.Do you want to work with an
organization that lets youactually do nursing?
That helps you be what you wantto be? We don't know your name,
but we know the type of personyou are. You're a professional
and you want to be treated as aprofessional and you want to be
paid what you are worth. Youwant to grow in your skills and
(35:48):
as a person and you want to workwith a peer group with
incredibly high standards. Agroup of professionals like you
who inspire you to become moreand more exceptional.
If this is you, please visit theSunny Day website in the
extraordinary employmentopportunities section. Okay? So
(36:11):
we're giving them we don't knowyour name, but we know the type
of person you are. Okay. That'san extraordinary insight because
we're not you wanna make itelite enough, but not everybody
gets in.
It's like I get all these peoplethat wanna work for MultiView.
We don't have any problemfinding folks. I mean, I got
lists of I mean, CEOs, I mean,some of the highest levels that
(36:34):
say, man, could could could Iget in on this? And and a lot of
times, there's just not any roomat the end, so to speak. Or we
set up a situation where herehere's what it looks like, and
this is what you'll have to makeit.
Well, put it this way, there'salways room at the end, but you
gotta make it happen. And yougotta forget the big salary. I
(36:56):
mean, if Andrew's getting 65,you know, we'll give something
there, but boy, you better bereally pulling it in. And that's
how you can get in. Like, I'llsay like Bill, Bill Taylor.
I mean, we didn't have aposition. But he said, bring me
on at minimum wage. And and wegot all these folks that just
said, just bring just let me inthe door. Pay me whatever, or
(37:20):
I'll volunteer even. And thenthey prove themselves and then,
you know, you end up, you know,holy cow.
This is fantastic. Because theeconomics always fall of value.
Okay. So there is yourattraction process. Not that too
(37:41):
much, but distinct points.
And let me say one, thing that Ididn't probably say that well.
When you're presenting thecompensation system, I would say
that this is what our averagenurse makes. This is what the
average social worker or aidemake. It's constructed into
(38:01):
three categories. A very nominalhumble base, a performance
component, and a standardscomponent.
And if you do not do thestandards component that is
immediately removed and all oursystems have been sensitized to
detect any deviation fromstandards. Normally for most
clinicians that's 5%. Thestandards bonus is just gone if
(38:26):
there's any documentation,issues or a complaint or what
have you. Just gone. Itreappears the next pay pay
cycle, but it's gone for thatperiod.
So that's how you present it.This is what our average and
normally, it's a much higheramount. I mean, might be $510
(38:46):
more than, you know, competitorsbecause you need less people
because of the quality. So nowwe're at the talent selection
process. And in those ads, wheredo we direct people?
Go to the website. Go to thewebsite. Go to the website. This
(39:08):
is why I said go get your ITperson. Or really, I should have
said whoever handles your yourwebsite.
Because we create a specialsection of that website that we
might call extraordinary orliberation or employment
opportunities or whatever, butyou want a place that's fairly
(39:30):
pregnant or visible, I shouldsay, on on on the website that,
well, this is a hot dog place towork. So they click on it and
and who appears? Normally, it'sthe CEO. Doesn't have to be a
CEO, but I like the CEO. And theCEO basically goes through the
vision and values.
(39:51):
We are teaching culture, not aprovider of care. We're here to
liberate your potentials. Andyou know we're gonna take you on
a journey if if if you're thattype of person. And you know
your life will will will begreat and better but cast that
(40:11):
vision what that looks like. Andthen after that, a short little
test with maybe five questions.
They don't have to get a 100% onthis. But right there you're
signaling, oh my God, they theytest. This is a serious deal.
Okay. But I would definitelyemphasize the spiritually
(40:37):
oriented aspect in that thatvideo.
How long should that video be?My opinion is that it should be,
I'll say three to eight minuteslong. Just, it really just
depends, and if it has thejuice. Does it have the fire?
And how long does it take you tocapture that?
(41:01):
Next, if you have a little boxhere that says I'm a nurse. I'm
applying for a nurse position.They check that and then what
pops up? There would bebasically maybe 35 questions,
fairly tricky questions or maybeit doesn't have to be 35, plus a
(41:23):
written narrative that theywould use in documentation. Oh
my god these people are serious.
And you don't have to spend muchmoney on this. This might be
SurveyMonkey or or somethinglike that that you embed into
your website. So it doesn't haveto cost a lot. But and again,
(41:44):
you you kinda know how peoplewrite, which is indicative of
their communication skills. Andit's not like you need Oxford
scholars all over the place asfar as their communication
skills.
It just depends really on you'dexpect different levels for
where people are in their stageof life. You know, and and be
(42:06):
cool with that. That's one thingI will say this, when you're
actually engaged in elevating,people's consciousness and
liberating people's potential,you'll find that people's
language will change, theirtheir general literacy, all will
(42:26):
will go to much moresophisticated levels. And and
and and again again they getglimpses of different ways of
perceiving the world or whatthey can be. And I sniff that
one.
I'd like to kind of be likethat. And again, this is all
empowerment. It's what peoplewant. Okay. So they watch the
(42:50):
video.
They take the competencies test,so to speak, and again they do
not have to get 100% on that.But you want to add sufficient
things that, hey this personknows what they're doing. Okay.
Next, this puzzle where theyhave to match words appears. And
(43:17):
what this is specifically is theSteve Byron method.
Basically it's the Hartman ValueSystem, Steve Byron method
particularly. This is the samesystem that's used by The
Citadel, a Mayo Clinic, otherelite organizations. And what
(43:39):
does this puzzle tell us? Ittells us about a person's
professional judgment. We knowthere are all kinds of people
classification systems.
You got Myers Briggs, you gotDiSC, you got PI or predictive
index and people and they allhave their their place and
(44:01):
value. Most of them based on thefour quadrants of hypocrisies
years ago. But this is the onlyknown system that can quickly
identify a person's level ofjudgment, professional judgment.
Why is that important? Well, inhospice or home health work or
(44:25):
really any home care work, arewe able to supervise every
visit?
No, most work is doneautonomously and our entire
reputation as a company can godown in flames with the careless
person, with poor judgment, thatgives somebody 50 times the
medications they should havethat kill them and then they
(44:48):
don't even have the integrity toreport it up for two weeks.
Obviously I'm referencing reallife. So I got to have somebody
that's attracted to the visionwith high integrity, someone
that has the technicalcompetence to actually do the
care, and I got to know if thisperson has good sense not to
(45:12):
smoke dope before the visit. Orwhy this person is speeding,
this person wouldn't orwhatever. That's judgment.
So we can only hire peoplegreat. And so this doesn't cost
that much. I'm gonna I'll justsay this, and I've got the
contact information for for forByram here. Anyway, great stuff.
(45:39):
Okay.
Let's park it right there. Let'sdebrief. All they have done is
go up to the extraordinaryemployment opportunities section
or liberation or whatever wewant to call it section. What do
(46:01):
we know about these people? I'lllet you all help me out here.
I've been talking too much and Iget tired of my own voice.
Speaker 3 (46:08):
They don't have traditional views as far as they
were attracted to ournontraditional job
Speaker 2 (46:13):
Okay.
Speaker 3 (46:14):
Hosting.
Speaker 2 (46:15):
Okay. Hey. I've got I'm working for a different
company. Mhmm. Cool.
Speaker 3 (46:19):
They're
Speaker 2 (46:19):
spiritually, minded, looking for accountability and
for something more out of theirlife than what they currently
have.
Speaker 3 (46:28):
And looking at their professional judgment, I they
wanna know how I can putsomething together. I think
that's, you know, makes youthink, okay, do I really wanna
put in that much energy andeffort? Ah, Am I that type of a
person?
Speaker 2 (46:43):
Yes. Yes. Because we're hitting in like Napoleon
Hill would have said, you know,of of anyone that's really done
thing. It comes from personalinitiative. This is again part
of not coddling people becauseagain, you set like kids, you
set them up for failure when yougive them too much where they
(47:05):
don't have to like struggle andmake it and gain their belief,
right, when you spoil a kid.
So these are already kind of gogetters, personal initiative.
What about computers? I wasgonna say they can run an EMR.
They know how to Yeah, theyalready hey, they already are
computer inclined. They alsowill tend to be self learners
(47:31):
because they have that DNA orthat gene of personal
initiative.
So what what do we know? We knowa little about their technical
competence. What do we knowabout even their documentation
or communication, or at leastwritten communication? We've got
an inkling into that. So we knowa lot about these people.
(47:56):
How much time have we spent?Three six zero. Other than
developing, the website, youknow, there you go. Very
efficient system. How manyhospices do you know that do
this?
Okay. I'm laying it out how youcan do this, folks.
Speaker 3 (48:21):
I think it shows self confidence too, Andrew, because
they're willing to putthemselves, they're gonna take
the task, they're gonnademonstrate their documentation
capabilities, and you have to bea somewhat confident person in
order to do that.
Speaker 2 (48:33):
Yes. Definitely. Yes, measure of confidence and all
that, too. Okay. So there's thatpart of it, but we're still in
people selection.
Next, after they pass thatadequately, then again they
don't have to get a 100% on allthat test, then they get a phone
(48:57):
call from us. And normally we,you know, we got two people
representatives from the hospiceor from the company on the line.
And it can be a speaker typesystem or whatever. And they
both have a standardized set ofquestions that they would go
through, you know, for thedifferent disciplines. And the
(49:19):
very first thing on that is do Ilike this person?
Yes or no? Binary. And so, youknow, you call up the candidate
and within the first two orthree sentences, each person
(49:40):
from the hospice side says do Ilike this person? Yes or no? And
if you know basically how theycome across energetically.
And if there's two no's, youjust start wrapping it up and
say, hey, Jennifer, you know, wejust wanted to thank you for
calling Sunday Day Hospice andlet you know that we got all
(50:01):
your information here and andand great. Obviously, you also
might have some place where theycan put up the form, you know,
if they wanna put their resumeor cover letter and all that
too, but just wanna let you knowthat. And usually people are
actually satisfied with that.But if there's two yeses,
obviously you proceed with therest of the questions. Or if you
(50:24):
get a yesno, you proceed withthe questions.
And, sometimes this can be doneby one person if you just have
something that I call a goodpicker. Some people just have a
gift at picking, but otherwise,you know, two people is fairly
reliable. Next is a formalinterview. Okay. So you get down
(50:53):
through your your yourquestions.
It's like, come on. We'd likethis, you know, because you
wanna set your eyes on somebody.But let me just say one of the
reasons that we really don'twant to see the person before is
because that gets in the way ofobjectivity. And we know that
more and more of the careexperience is going to be done
(51:15):
via telecommunicative means.Right?
How much care is done over thephone? Tremendous. And it's
increasing. So therefore, all weknow is it is very difficult to
drop a completely newpersonality into a human being.
I mean, if somebody has thepersonality of a cardboard box
(51:37):
or sandpaper, just let them workat the other hospice.
We want to again have delightfulpeople. All I know is that
within two or three seconds ahuman being is very perceptive
and can can tell approximatelywhere they were raised, or
section of the country, theireducational level, sometimes
(51:59):
whether they're a smoker or ornot, how they feel about their
organization, energetically. Imean, within seconds. So we put
incredible emphasis on that.Then when we get them in, and
(52:21):
this is in, you know, explainedpretty well in the book.
And and perhaps we we shouldtake a look at that. But you how
many organizations almostdefault that that's one of the
first things they do is theinterview? How ridiculous of a
process is that? And they wastetons of time with people that
(52:47):
are never gonna work out in theculture. And so these questions
And you go to pages like 166,167, there's a list.
(53:15):
But I'm going to kind of fastforward here. Obviously, to know
what they know about theorganization. And usually people
have gone through this actuallyknow quite a bit about the
organization already. What doesaccountability mean to you?
Okay, because here we're tryingto discern whether they're a
mature person or they're goingto act like a child when they
(53:36):
deviate from standard.
And most human beings are goingto deviate from standard at some
point, and that will have to beaddressed as immediate as you
can. Because deferred pain isnot very effective. And there
has to be a degree of painassociated with non standard.
And then I would six there,would actually, present a
(53:57):
situation As our EMR and othersystems are sensitized to detect
non standard documentationperformance, how will you react
when your non standarddocumentation is pointed out?
And the mature person basicallyhas a two word answer: My bad.
(54:21):
Okay. So there's a few of those.And then we get we get them, you
know, towards the end of theinterview, and it's like, you
know, what have you taught wellin the past? And they go, well,
you know, I was I I at the BoyScout meetings, I used to teach
(54:41):
knot tying and bow lines andsquare knots and what have you.
Half hitches.
And I said, okay, hold thatthought. Can you please sign
this video release form? Okay.And then follow me and, they see
the film camera, the videocamera, and it's like, okay, I
(55:03):
would like you to teach me whatyou just said that you could
teach Will for about, you know,two or three minutes. Go.
And right there, you find outwhether they can teach. Why are
we doing this? Because we areteaching culture. Teaching is
the skill which you will begraded on and evaluated within
(55:26):
our culture because it is whatwe value. And right there, you
smoke people out.
I remember, this one gal. I Ibetter not say what hospice.
It's, like, you know, theworld's largest. Anyway, she was
applying with us when were inCalifornia. And I said, okay.
(55:47):
Now I need to teach that for us,And I did this. And, boy, as
soon as I did that, man, thebeads of sweat just just
appeared. And she had a jacketon. That jacket came off, and
it's like, whoo. And we ended uphigher, but I mean, she's kind
of a green banana, but she endedup doing pretty well.
(56:11):
And we use this kind oftechnique at at the conference
center all the time. Wayne,Micah, and everyone that helped
me film all all, you know, thethousands of people that have
historically come to themountaintop, to our programs.
Soon as they walk through thedoor, we do it. Again, it's part
(56:32):
of first day signaling, whichthere's a whole chapter in the
book about about that and howimportant first day signaling
and and all that is. And I mightas well go ahead and hit a
couple other points here.
If we do have some HR peoplehere. You know, let me just
(56:59):
point out, obviously the cost ofturnover is huge. And we've
already talked about that. Whatdo you lose from a bad hire? You
know, time, money, misdirection,loss of focus, internal conflict
sometimes if they don't get yourculture, they stir up a lot of
trouble.
Frustration. Okay. And I'll justsay this. In putting these kinds
(57:19):
of innovations into a hospice,what are we faced with most of
the time? I'll call them thebusiness prevention units.
We just have to call them outfor what they are. When we're
doing magic engagements, we haveto call call us out. It could be
the leader of education, youknow, that kinda has this. And
(57:41):
usually body language givespeople away. Could be HR.
Could be compliance. A lot ofcompliance people are really I
mean, I mean, pretty stiff. Andsometimes you want stiff in some
positions. Or it could be ITover here. Or it could be a CF
(58:03):
No.
Saying, we can't pay like thatand we have to or the HR person,
well we can't pay like that orwe can't But recognizing if
we're being the ones that areholding our entire organization
back because of very rigidbeliefs of the way we think
things should be done. Okay.Anyway, that's that. But but
(58:35):
with that said, that that video,that proof, and here I'm on
page, 155 in the manual, but ittalks about these first two
three sentences. And HR, one ofthe things that I is fantastic
and this is on the next page 156is that you go through the org
(58:55):
chart identifying every positionin the organization and say what
are maybe the two one, two,maybe three characteristics or
chief characteristics of peoplethat have been successful in
that position.
And I've got a list of some ofthese things on page, 158. You
(59:18):
know, I mean CEOs, we hire a lotof CEOs for hospices and connect
that you know that need with theperson. Obviously the ability to
create and communicate acaptivating vision. I mean I I
gotta have somebody who can dothat. The ability to sell the
idea.
And that has self control. Thatwill not go in and and just try
(59:43):
to do all these extracurricularprograms, especially not for
profit CEOs, when it's not theirmoney on the line. I mean, a lot
of times they'll go off toconference and there isn't a
single idea program that theydon't fall in love with. And
they don't realize that they'redestroying their organization in
the process. Well, we do a lotof financial stuff.
(01:00:06):
We had a very successfulaccounting area where we did the
books for for health careorganizations. We sold it. Why?
I didn't want to be in theaccounting business. I felt like
being in the accounting businessprocessing transactions took us
away from being able to quantifyand systematize best known
(01:00:28):
practices even though as amoneymaker.
So and then we sold it to theemployees. And they, you know,
they paid like a million bucksfor it. So it was high value to
them. And they're doing great.And that's Blackmore, by the
(01:00:52):
way.
And I hope I didn't say anythingI shouldn't have. By the way,
when you're doing a video andyou might wanna edit it later
on, here's what you do. You youclap. And then they can just
look at the audio signal andsay, okay Andrew clapped right
here. That's where I need tomake the edit.
And it makes the life of youreditors. Because let me just say
(01:01:12):
this. There's all kinds ofmaster stuff. But one of the
things you do that is that youset up in your main teaching
areas where it's easy to recordevery single training session.
Maybe not always the video, butalways the audio.
(01:01:33):
And and we just mount speakersin every training session. Why?
It's because you don't know whenyou're gonna have your best,
teaching performance. You don'tknow. It's beyond command.
It's a gift. And all I know isthat but I've flown into places
(01:01:55):
where my plane gets in at 03:00in the morning or I get to bed,
I'll say at 03:00 in themorning. I gotta get up at seven
and and and teach or whatever.Or even to music. You know, you
got these crazy travel thingsthat happen or whatever.
And all I know is sometimesthose are the most magical ones.
When your brain is only halfthere, your energy level is low,
(01:02:19):
and you're pulling it all fromyour heart. Just like some of
your best concerts or nervythings, you can just give your
just best and everybody gets itbecause it's real. And it's not
coming from some shallowsuperficial place and you
connect. And you cannotresurrect that same magic again.
(01:02:44):
But if you have it recorded, youcan share it and it lives on.
And that's so that's why whenwhen I'm evaluating training
physical environments, and we'llwe got a whole section on your
design of your physical spaces.That's one of your points. You
record every training. And alittle league organization
(01:03:08):
wouldn't because they thissomehow has not dawned on them.
And these can be used for thecreation of yourself learning
modules. But the audio always.Visual's nice, but I find that
the audio is the big thingbecause then you can get
redeemed windshield time and allthat. Again, going through,
(01:03:37):
again, every position on the orgchart, HR, so you know what
you're hiring for. Like yourCFO, for example, Very detail
oriented and we want aggressiveor action oriented.
Because there's way too manysmart guys or folks. And put
(01:03:58):
this way, you know you have anissue. If your CFO hands you a
financial report says, here'syour financial report, give or
take $10.20 grand. It's close.You got issues.
What do you want? You want a CFOthat's anal retentive. I mean, I
(01:04:19):
mean, mean pucker. I mean, we'recrayon cut, can crushing. Anal
retentive.
But it also has the guts to dostuff. And I want something
that's gonna get in the trenchesand learn how to do visits.
Because what right does a CFknow or a CFO have telling a
(01:04:42):
bunch of clinicians that this iswhat the caseloads need to be
and all that when they haven'treally been in it? When I say
they don't have to be a nurse,I'm saying do everything they
can to get familiar with whatthe folks on the front line are
experiencing. This is integrity.
And people can sense this.Volunteer coordinators. Look at
(01:05:07):
that one. CEO like capabilities.Able to organize, I'll say
thousands of people.
Inspire them. One of the highestpaid positions in an
organization that we I mean,they may make a quarter million
bucks a year if they're good atwhat they do. And we they get
(01:05:27):
paid by the number of volunteerhours with low, radically low
base. We might only pay them $25a year for salary. But then, you
know, two, three, four, fivedollars per volunteer hour.
Most organizations pay $19 pervolunteer hour when you really
(01:05:48):
calculate it. That receptionist,all that. That's a big thing.
I'm gonna go further. I'll getahead of myself.
Here's another HR thing since Ihave your attention right now. I
would like our best knownpractice is to inventory the
(01:06:08):
talents, the experiences orexperience, and the dreams of
all of your employees so thatyou know what you're working
with. This allows that if youhave opportunities or anything
like that, that you can identifypeople that are likely to work
(01:06:30):
out. But it's an inventory, justlike you would inventory, you
know, your medical supplies.Right?
And this gives us insight inthese individuals. Right now
we've we've put eyeballs on theperson because the point is, you
(01:06:54):
know, I'm very sensitive to theenergy that the person is
throwing off. You know, becausesometimes you just get, well
maybe this isn't the rightthing, and that is almost
kinesiology on some level. Imean, but you just to get a
sense of the person. But whenyou talk about the comp system,
here's the importance of sayingwe pay a low base or a modest
(01:07:19):
base or a humble base.
Those are three different waysyou can say it. The bulk of your
compensation is going to bebased on performance and we have
a standards component that wemonitor our systems and again
this is a bonus that we expectyou to get every pay cycle for
(01:07:40):
simply doing your job with nogoals, no stretch, just doing
the job, and you get this, youknow, this 5%. Managers it might
be 20%. I mean much higherbecause they're more mature
people, or they should be, butwe expect more. But right then
and there, when you tell themthat they're not going to get
(01:08:01):
the big salary that the hospitalis doing or whatever, but you
can make more in our system, orour average employee gets this,
or we've designed it.
Let's just say we designed itwhere people will normally get
this, and you wanted a higheramount than what's marked. Right
(01:08:22):
then and there you smoke outpeople that lack confidence with
one move. The compensationsystem informs you whether
someone has competence.Competence in what? Competence
in themselves and confidence inthe organization.
(01:08:47):
So that's a great way to put it.It's like someone told me that,
yeah, we use it to smoke peopleout. And so if they, oh, I just
couldn't even think about this.Well, you know, prideful person
or or insecure person, go go.This is not the place for you.
I mean, Nancy, I mean, let'stalk about our conversation when
she's she came from atraditional kind of hospice
(01:09:10):
background, and I presented thefinancial piece to you, which we
would ask anybody. I don't careif you were a CEO of the largest
hospice in the world. You know,and whatever you're you're still
not going to make more than the$65,000 base in our system. And
why should you when you canproduce all you want, unlimited
(01:09:33):
salary, based on performance? Imean, Nancy, just share your
situation.
Mean
Speaker 3 (01:09:38):
So I, you know, I had always come from a traditional
pay environment, and so I had alot of questions about kind of
how things would be structured,and there are a lot of
variables. And I don't know, weprobably talked on the phone for
maybe fifteen minutes, maybetwenty minutes And finally, I
said, you know what? Here's thething. I believe in me. I know
(01:09:58):
I'm a hard worker.
I know I'm going to do well in asituation like this. And I
believe that you might actuallywant me to succeed more than I
actually do. And so I felt likethose two things combined. So
it's funny that you say that. Ithink the confidence in yourself
is really important, but I thinkit's also equally important the
confidence that people have inthe organization itself.
Speaker 2 (01:10:19):
Yes.
Speaker 3 (01:10:20):
It's a big piece of it.
Speaker 2 (01:10:21):
The point is I like to look at it as an unlimited
thing and that everybody has thepower to take their lives, their
economics even. Let's face it.We all make our own economics.
You can blame the world, but oureconomics are our own doing. And
they're a result or consequenceof what we have become or what
(01:10:44):
we have evolved ourselves into.
You know? And so there's a lotthat has to do with even our
will, you know, in it. Okay. Sowe're through our our talent
selection process.
Speaker 1 (01:11:06):
We hope you are having the best day of your
life. If you need somethingfurther, just visit one of the
MultiView Incorporated websitesor contact us through social
media. Smoke signals, carrierpigeons, telepathy have not
proven reliable. All calls areanswered within three rings by a
competent real person. Thank youfor listening.
Creating the perfect company from the organizational
experts MultiView Incorporated.This content is based on MVI's
work with over 1,300organizations extracting nine
eighty nine data elements withnine twenty two cross
calculations over twenty sevenyears on a monthly basis and
(00:35):
then systematizing theoperational success patterns of
the ninetieth percentile. Ourintent is to get beyond the brag
and the boast and simply shareinsights from our experience
without manipulation or coercionto sell anything except helpful
ideas. These messages range fromintimate recordings from the
(00:58):
Awakened Forest to concerts,national conferences, and
broadcasts.
Speaker 2 (01:10):
What would an effective training program look
like? And, let me just go aheadand say this. Okay, you're
watching in your office and youyou're aware that your HR person
is not watching this. Go grabthem right now. Go grab them
(01:31):
right now.
You might even get IT here forthe first part of it and and
that's fine. Just because theydo play some role in this, at
least for this section. So page136 And let's go ahead and do
(01:52):
this. And what we want to do isget an idea of what this is
going to look like. Basically,the vision.
Again, I do all this work withCEOs and different
organizations. And the visionis, just like giving people a
vision into their lives or avision into their potentials, a
(02:16):
glimpse into theirpossibilities. A vision should
give energy, a vibration. Andyou want to make something
different. But, in order for youto know about your potentials,
(02:37):
you have to see it in your head.
They take it from the idea realmof the intangible and give it
life through your intentionbefore that thing will manifest.
And that's what we are doinghere. And I will just say this,
(02:59):
these practices that we aregoing through again are the
ninetieth percentile. And eitheryou can say, Yes, we are doing
that, Andrew. Or really, No,we're not.
Or maybe you're near beer. Orsomeplace in between. But I
(03:20):
guarantee most people aren'tdoing this. And this is just
taking the very best elementsfrom everybody, all our nearly
thousand clients that benchmarkall that, taking the very best
and distilling it into oneorganizational training system.
(03:43):
And so that's what this sectionis on.
Okay, first of all, we breakpeople development or our people
system into four distinctprocesses. We have a people
attraction process. We have apeople selection process. I
(04:05):
mean, who are we going to pickfrom those that want to work at
our organization? Of those thatwe do select, how do we develop
them?
That's people developmentprocess. And then when we put
this investment in these people,this huge investment when you
really get down to it, how do weretain that talent? So we don't
(04:27):
lose them, lose that investment,and even worse, if they're
talented, go off to anotherorganization and use those
practices against us. Forexample, I was thinking about
one hospice. South of us is asignificant hospice and we are
(04:49):
putting them in the model andthe CFO took a look at the CEO
and says, This ain't happening.
I mean, this person doesn't havethe the know how or the juice
pull this off. You know what?This is hot enough. I'm gonna
start my own hospice. And thisguy's just rocking it.
(05:14):
But they're doing the model.They're doing the success, the
proven, quantified practicesthat have worked. Because he on
some level had the intelligenceto recognize where he was, what
they were trying to do, ain'thappening. And by the way, that
hospice didn't get it. And thenhe's run circles around him.
(05:45):
Again, why this happens likethis, I don't know. We share
liberally with anyone, but it'skind of that thing for for the
one that has ears to hear tohear. You know, it's a
combination of intelligence. Bythe way, let let let's just
(06:06):
define intelligence. I'll hitthis later on.
Intelligence in our world ispattern recognition. Recognizing
that the entire world ispatterns. Random does not exist.
Andrew, what do you mean randomdoesn't happen? I'm saying it
(06:28):
doesn't exist.
Just like a meteorite that hitsthis planet and extinguishes
half of all life on it. Ithappens. It just doesn't happen
that frequently. But there's allkinds of evidence that we've
(06:48):
been hit a lot of times. Or ifyou go out and have a fender
bender.
Well, that's not random. Ithappens thousands of times a
day. Just that doesn't happen toyou every day. So recognizing
patterns. And patterns, what'sthe value?
(07:09):
They have planning value. Theyhave survival and profit value.
If we recognize that in thenatural world that there there's
times when things get colder andthe leaves fall off the tree and
there's not much food around andall that, And then there's a
(07:29):
time when things grow and it'sabundant and it's warm and
there's lots of food. Theintelligence goes, you know,
this this happens regularly andmaybe we got a hold of let's not
eat up all our nuts. Let's holda few back rather than be the
foolish person that gobbles upall their Medicare nuts and
goes, oops, forgot about winter.
(07:52):
That's intelligence. And youwanna surround yourself with the
most intelligent people you can.Link your wagon to a winner.
That's what I I remember Normantold me that and I go, my god.
And so, I mean, I'll just saythis, even in peer groups
because a lot of people lovepeer groups, hospice groups that
(08:13):
do this.
A lot of times those peer groupswill hold you back because of
the herd mentality. So, like,economically, if you're not
doing that well economically,hang around winners. I took this
one billionaire into this one,I'm on a board with him and and,
(08:36):
you know, and then I I said,man, how do you do it? How do
you do it? And I've done that,you know, many times.
But the point is when youidentify people that have gotten
to a certain level or have donethings, That's who you wanna and
you wanna learn something.That's that's that's who I'm
(08:57):
start with to imitate. Whatever.So that's been a pretty regular
practice. So you wanna basicallyand I'm not saying it's a higher
consciousness on a any kind ofmoralistic, but they know
things.
Okay. So with that said, peoplesystem divide into four distinct
(09:20):
areas of focus to make a make awhole. Now you may I like to
substitute talent rather thanpeople. Okay? Because I think
it's more powerful word of whatI'm trying to liberate.
Okay. You want to set specifictime expectations as far as how
(09:43):
long it will take you to developpeople to a certain level,
especially people in theonboarding process. For example,
we expect an RN to be fullytrained to be able to take on a
caseload in twenty eight days.That's with weekends included.
(10:05):
And, you know, maybe an aidefourteen days, an account twenty
one I mean, call reps, what whatwhatever.
But you focus us. We tend togive less time because the more
time you allow, the sloppier youget. It also has to be enough.
There are too many organizationsthat have a day or two and then
they just cut people loose andthey wonder why people butcher
(10:30):
their work and scar permanentlythe emotions of patients and
families. But yet, what's theSHOP slogan?
People are our greatest asset.That's BS in most organizations.
I can tell you when I get offthe plane because I fly most
(10:53):
places and they pick me up atthe airport and what's the first
thing you say? Take me to yourleader. As I get off my
spaceship.
And then, okay, I I meet the CEObecause that's the my primary
student. Now I'm not now don'ttake that into me, but that's
(11:14):
why we're being brought in. AndI do a quick scan. And I with
three things. I'm looking forintelligence, energy, and
integrity.
And then all those culminate inthe quality of the most
successful people on the planet,which is self control or self
(11:34):
regulation or focus. Andusually, you can get to the kind
of intelligence thing and get apretty good beat on that.
Energy, they might be depressedthough, you know, or whatever.
So, know, you look at all thesethings with that fair sense of a
fair play in equity and in, youknow, where they're at and all
(11:58):
this. Integrity, usuallymanifests later on.
And self control is obviousbecause if they're trying to go
in all these differentdirections, obviously, there's
there's not a quality situation.You got to do a Steve Jobs and
say, here is where we're goingto focus. Like we get these
calls from these large healthsystems that suddenly their
(12:21):
hospice or home health is themost profitable business segment
in the entire thing and and theywant to do this and I have to
say, hey Hoss, hold on. Orma'am, I don't know if you can
do this. You're trying to run 50businesses and you may end up
with a great hospice or homecare wing.
(12:41):
Maybe your cancer center will begreat or whatever. The rest of
your stuff is probably gonna bemediocre to crap. Cause you're
trying to run 50 businesses.Choose what you're going to be
extraordinary at. I'm trying todo that in music right now.
(13:01):
Creative because, I mean, it's ait's a different animal. And
we'll have fun doing it, but Ican't help but believe that the
practices for the ninthpercentile will not prevail on
some level. And plus it's fun.But you set a time limit and
that what what does that do?Especially a little bit less.
(13:24):
All the crap stuff, all thefluff just kind of goes away.
And for example, when we'redoing transformation or whatever
you want to call it, we don'tcall it orientation or
orientation, the cure forinsomnia or onboarding or you
wanna, you know, use sexierlanguage and precise language,
but something that big is gonnahappen. And, of course, then you
(13:44):
can't disappoint people. But youwant it to be something that's
so memorable that that, wow,that was the greatest training I
have ever been in. I've neverworked at a place that really
did this and I am scared even.
(14:05):
I didn't think I could do it,but now I'm confident. I'm
empowered. They tested me. Theyvideotaped me. They have very
high standards.
They were demanding. Just likethe folks that come out of the
Marine Corps or other eliteorganizations. And there's this
(14:27):
organis I'll say healthyorganizational pride. There's a
negative pride that calibratesat one ninety, that you don't
want that's undesirable becausethat comes out of almost a fear
based kind of thing. Whereas,no, I am so and I know you're
doing that.
I mean, I see evidence all overthe place of the marvelous
(14:49):
things you're doing out West.But, you know, also I'll just
say this. I mean, who is reallythe chief teaching officer of
any organization? The CEO.Because everybody's looking at
this position and first they'resaying I'm working for a winner
(15:13):
or they're saying we're screwed.
They're also taking a look atthis person and taking their
performance and behavioral cuesbecause we lead by example. As
we like to say, you lead fromthe front. And so that again, I
(15:33):
can just go, okay, here we go.Chris Carter's, you know, an
incredible leader and attractsincredible talent and and and
that's that's part of theformula. So therefore, you know,
leaders just become consciousthat if they got quality issues
or economic performance issues,you got to get out that mirror
(15:55):
and go, man, it is all comingfrom me.
It's not coming from Medicare.It's not so much coming from
competition or the carve in orwhatever excuse people want to
make. Because we can point topeople that are winning in any
situation. Competition. Youknow, there's a 100 other
hospices.
(16:16):
And and half of them arestruggling, and then, man,
there's the ones that are justthriving. And you can go right
back to that that leader. Soeven the recognition of a CEO of
their responsibility, theirprofessional obligation to model
to model the behaviors andperformance that you want. And
(16:44):
all leaders have to do that. Lipservice doesn't work.
Lead from the front. Be the realdeal. Okay. I'll just say this,
at the bottom of this page is animportant statement on page,
(17:08):
137. Staff want to believe thatthey are talented and well
trained and we must transformthis desire from a want into a
certainty.
Or there's no way they can comeout of this program and not know
that is the best training theyhave ever been through. It was
(17:29):
transformative. My life haschanged. My professional life is
better. My personal life hasbeen impacted.
That's a life changing. And halfthe time, let me just say this,
you are changing people's views,perceptions, or feelings about
the world. So some of you, thelower calibrations probably blew
(17:53):
off the first part of of whatwe're talking about because they
go, and this is stuff that'skinda hard to touch, Andrew.
He's getting into this. That'swhat a lower consciousness would
do because they don't value it.
Okay. So limit the time. Thiswill cause you to get focused.
(18:20):
So let's break down the firststep which is the talent
attraction process. First, youcreate super ads that will pull
candidates in who are the typeof people that you want to work
with.
And at rates usually 50 to 80,sometimes hundreds of times or a
percent higher than other adsfrom similar organizations.
(18:46):
Candidates are directed to thewebsite. We don't want to see
you. We don't want to see you. Imean, I mean, sometimes you know
people and you definitely wantto go after people, known
talents that that exist, but youalso it's nice to have that
objectivity.
Okay? And so what do these superads have in them? What do they
(19:11):
contain? Well, you're alwaysselling a payoff because all
forms of life gravitate towardsa payoff. Right?
Compensation. Again,compensation is not just money.
It's also in the environment,how we experience life, all
(19:31):
that. And I'll say that that'sactually the higher one because
money is an abstraction. Again,you can't eat money.
It represents economic energy.But, say, the amoeba, let's take
the single celled organism,operates like you do. What does
amoeba do? Well, it gravitatestowards the slightest glimmer of
(19:54):
warmth or food or somethingthat's life affirming and goes
away from those that take awaylife. And you do the same thing.
You do the same thing in all ourdecisions. Again, a lot of us
are under the illusion that weare sacrificing for our kids.
(20:18):
The truth is that we are makingchoices among a array of
alternatives and picking the theone that would seems best to us.
It feels better to try to raiseour children rather than just
let them go wild. There's thepayoff.
That's why we're doing it. So weall do things for some type of
(20:42):
payoff or compensation. That'swhy compensation, again, is the
main way that you teach peoplebecause it provides some
motivation or inspiration. Itcan be a goal even. But what do
these ads have?
Least two things. I think thatyou sell your inspirational,
(21:05):
spiritual, electric workatmosphere or work environment.
And and you highlight that morethan the financial in these ads.
Now with this said, thefinancial is important because
that's the silvery coin or theshining coin that gets their
(21:26):
attention often, even if they'reat a a certain consciousness
level. But everybody wants to bepaid well.
Right? Everyone would like to bepaid what they feel they're
worth. So the money might be theshiny object that gets their
attention, But I'll just saythis, no matter how much you pay
(21:48):
people, it runs out. Some folkshave paid me just truckloads of
money every month just to beassociated with multi view. And
in one of those situations, I'lljust say I just quit the whole
thing because, yeah, I'm in theletterhead or whatever, and
they're praying around, they'redoing the model, but they had
deviated from the model.
(22:08):
And I had brought this up manytimes. Hey, this isn't really
the way that we would be doingit. Don't use our brand if
you're not doing it. And so whatI do? I quit.
A bunch of money isn't gonnahold Mr. Reed because I just I'm
not gonna do it. And thisexplains why you can hire people
(22:35):
at high compensation and losethese talented people. Why?
Because what they're reallysearching for is life.
They're looking for the garden.They're looking for a place
where their potentials are goingto be liberated, where they can
be all they can be, where theycan achieve self realization,
(22:58):
self actualization. Man, that'swhat they want. And the rest of
the world is not serving thatup, and that's what makes us
easier than we perceive. Exceptfor the fact that we actually
have to become that awakened,enlightened, and alive person
(23:23):
That would inspire.
Inspire people. I keep books ontopics like if I have an
inspiration or something thathas to do with the topic of
inspiration, it goes in thebook. You know, inspire is
active, alive. So when you'reselling your organization to the
(23:50):
external world, again, easier tocontrast than what we think.
Just like brand new hospicewe're starting up out West, one
I'm associated with.
We're not I mean, there's allkinds of other hospices. We're
(24:11):
having zero issue in attractingtop talented clinicians. We have
more clinicians than we need.But yet, what's the rest of the
health care world saying? Oh,there's a nursing shortage.
Oh, Andy, you don't understand.There's, you know, there's all
(24:31):
this lack lack lack, weenieweenie weenie weakling weakling
victim victim excuse rather thansaying let's get the mirror out.
And that's not the onlyhospices. There are other ones.
And that's when I say the onlyones I'm interested in working
(24:53):
with directly and closely arethose that want to have this
more enlightened culture, thatare serving up life and helping
people experience the worlddifferent.
And there are truckloads ofclinicians that would love to
have that. But yet they gothrough orientation, their work
(25:16):
atmospheres or whatever. Theygot, you know, a leader that has
all these traditional negativeviews or just doesn't know how
to do it because maybe theyhaven't been provided the the
tools. Okay, so our ads that weput out. We want to brand it.
(25:39):
The New Life, New Care,whatever. So the first thing we
sell is the atmosphere. Boom!That's what this has to do. The
second thing you sell is yourcompensation system monetarily.
And you want to really limit thesalaries. Like at this hospice,
(26:02):
$70,000 top salary for a CEOeven. Mean, and have the bulk of
it based on performance andresults just like the natural
world would work. Okay. Forexample, I'm the highest
salaried employee at Multiview.
I have a salary of $65,000 ayear. But yet, you know, I may
(26:27):
make twenty, thirty times that.No prob. But based on producing
results, working my ass off, Imean tapping into whatever, And
that's that's part of what makesus a just world. Hell, I don't
(26:47):
care if you're in an iron lungbecause a drunk driver hits you.
Are you gonna play the victimcard, say, woe is me, crying my
beer? Are you going to say, whatcan I do from this? What good
can I do? Well, can you makethat nurse laugh and say, hey,
(27:08):
you know, I'm keeping the ironlung makers in business,
providing jobs for the economy.Or can you build a factory out
of your mind like the onegentleman did in Wisconsin?
Some people say, well, I can'tdo whatever, Andrew, because I
don't feel well when I'm sick.Well, let me just tell you. A
(27:29):
lot of great things have beenbuilt by people that don't feel
very good. I went through adecade of being sick.
Accomplished some pretty amazingthings.
And maybe that pain, thatsuffering, that physical vertigo
and things like that that I wassuffering from. I mean, there is
(27:54):
a purpose, otherwise it wouldn'texist. Okay. Let's keep going.
Let's keep it light.
Okay. So those are the two keyelements to your ads. And let me
show you. So the two primaryreasons people are attracted to
your organization is theatmosphere and pay. But pay
(28:15):
normally is the first thingthey're gonna grab onto.
And second, gonna then they'regonna walk around and go, man,
this is a cool place to work. Imean, Wayne, you're running
camera one here, cam one. Imean, has your life been
impacted by MultiView?Absolutely. It's changed every
aspect of my life.
Like, just how you look atthings? I mean Yeah. How I see
(28:37):
the world, how I carry myself,everything. Nancy?
Speaker 3 (28:43):
Yeah. Absolutely. I think the concept of multi view
is it's so far reaching in mylife now and more than it ever
was before. Just, you know,troubleshooting with people and
and if I have a problem throwingit out to the people that I
know, the talented people that Iwork with, and kind of
collecting different aspects ofpeople's perspective to come up
(29:05):
with that best known practice.
Speaker 2 (29:07):
What's your level of happiness? Has it increased?
Speaker 3 (29:11):
Exponentially.
Speaker 2 (29:13):
Your level of frustration?
Speaker 3 (29:15):
Much less.
Speaker 2 (29:16):
Okay. Those are just subtle hints that your culture
is doing something. When itstarts to change the view, the
multi view of how we experienceour lives. And the point is we
all have have the potential todo to do this. So let's let's
take a look at a few of thesedifferent ads.
(29:41):
In the the people attractionprocess, especially for hospice,
the central demographic is what?Is that people are attracted to
hospice work. And what are theyseeking? Meaning and purpose.
What are the words they use todescribe when they first come to
hospice?
That I was called, I was led, Iwas guided, but yet most
(30:04):
hospices have turnover rates. Sothey come into this thinking
they're gonna be doing whateverbecause that's the image they
have. And then they work for awhile and leave. The average
turnover for nurses and reallymost clinicians is around 25%. I
(30:26):
think it's 26% for for RNs, 24%for social workers, 23% for
aids, depending on what studyyou're looking at.
Well there's no way that you canhave any turnover ratio close to
that and have any legitimateclaim to quality. How can you be
(30:46):
losing a quarter of your peopleevery year and and have claim to
quality? We like it around 5% orin single digits. That's when
you start now, hey man, we got aquality thing going on here.
We're serving something up.
But you think about this, theycome in with these spiritual
(31:09):
aspirations of gaining meaning,purpose, whatever, and they are
disappointed and they leave.This should be obvious to
people, but the obvious is notso obvious to us, it seems. So
we want to attract thesespiritually oriented candidates.
(31:32):
And here's the big kicker,because they understand
accountability on a much higherlevel. I never we did not take
the deep dive intoaccountability right out of the
gate here.
But it's almost as easy assaying are going to be working
with mature people that aregoing to own their work, that
(31:54):
are going to do it to thestandards of the organization
because they care about patientsand families, moms and dads.
They also care about setting uptheir fellow clinicians for
success by doing their work sothat everybody can count on each
other. Their documentation isgoing to be done. And that's
part of the secret of goingagain thousands of visits days
(32:17):
and weeks without a singleservice failure complaint or
documentation error to findaccountable people rather than
the child that says, the dog atemy homework. I couldn't do it
because of this.
Spiritually oriented people getaccountability because they
realize they have if every hairin my head is numbered, every
(32:40):
act I do is registered in me orin the universe or God or
whatever, then I better reallymake an effort to do a great
job. And those people are easierto train. They will stick with
the organization. You will havefewer frustrations and all that.
(33:05):
You need less people to operatethe organization.
And the blessings or benefitsjust keep going. Because you're
working with these adults ratherthan the child. The complainer,
that doesn't seem fair to me.Okay. So you run your ads, but
(33:32):
you'll also find that just fromsheer word-of-mouth, water
cooler speak, the word on thestreet, that is an incredibly
effective way of gettingclinicians.
Now you have to watch so youdon't raid people that are
working at the hospital or inthe nursing homes because then
they won't refer. So againthere's a little bit of grace
(33:55):
and tact that is around that,but you'll get a lot of folks
from that. And what do these adslook like? You want some that
are so positive that theyactually jar people. They
actually jar people.
We do that with voice, memos andand even like with my emails and
(34:16):
stuff. I mean, I I try to teachclass at or MBI folks that you
jar people with this positivitythat people go, woah. What was
that? I mean, there are peoplethat actually view the world
much different. Yes.
Boy, wouldn't I like to workthere? Yeah. Yeah. So here it
(34:38):
is. Wanted superstar clinicaltalent for world class for a
world class health careorganization where every aspect
of the care experience isconsidered.
People that are successfulwithin our system of care aspire
to provide the highest qualityexperience to all and love
learning as well as teaching.Our culturally our our our
(35:01):
cultural environment is abalance of purposeful and
spiritually rich work withexcellent rewards based on
providing extraordinary value.Again, please apply through our
website. Go to the website. Goto the website.
No phone calls, please. Go tothe website. Because we're going
to be using the website to do somuch of the work for us. Here's
(35:25):
another one, seeking special RN.Do you want to work with an
organization that lets youactually do nursing?
That helps you be what you wantto be? We don't know your name,
but we know the type of personyou are. You're a professional
and you want to be treated as aprofessional and you want to be
paid what you are worth. Youwant to grow in your skills and
(35:48):
as a person and you want to workwith a peer group with
incredibly high standards. Agroup of professionals like you
who inspire you to become moreand more exceptional.
If this is you, please visit theSunny Day website in the
extraordinary employmentopportunities section. Okay? So
(36:11):
we're giving them we don't knowyour name, but we know the type
of person you are. Okay. That'san extraordinary insight because
we're not you wanna make itelite enough, but not everybody
gets in.
It's like I get all these peoplethat wanna work for MultiView.
We don't have any problemfinding folks. I mean, I got
lists of I mean, CEOs, I mean,some of the highest levels that
(36:34):
say, man, could could could Iget in on this? And and a lot of
times, there's just not any roomat the end, so to speak. Or we
set up a situation where herehere's what it looks like, and
this is what you'll have to makeit.
Well, put it this way, there'salways room at the end, but you
gotta make it happen. And yougotta forget the big salary. I
(36:56):
mean, if Andrew's getting 65,you know, we'll give something
there, but boy, you better bereally pulling it in. And that's
how you can get in. Like, I'llsay like Bill, Bill Taylor.
I mean, we didn't have aposition. But he said, bring me
on at minimum wage. And and wegot all these folks that just
said, just bring just let me inthe door. Pay me whatever, or
(37:20):
I'll volunteer even. And thenthey prove themselves and then,
you know, you end up, you know,holy cow.
This is fantastic. Because theeconomics always fall of value.
Okay. So there is yourattraction process. Not that too
(37:41):
much, but distinct points.
And let me say one, thing that Ididn't probably say that well.
When you're presenting thecompensation system, I would say
that this is what our averagenurse makes. This is what the
average social worker or aidemake. It's constructed into
(38:01):
three categories. A very nominalhumble base, a performance
component, and a standardscomponent.
And if you do not do thestandards component that is
immediately removed and all oursystems have been sensitized to
detect any deviation fromstandards. Normally for most
clinicians that's 5%. Thestandards bonus is just gone if
(38:26):
there's any documentation,issues or a complaint or what
have you. Just gone. Itreappears the next pay pay
cycle, but it's gone for thatperiod.
So that's how you present it.This is what our average and
normally, it's a much higheramount. I mean, might be $510
(38:46):
more than, you know, competitorsbecause you need less people
because of the quality. So nowwe're at the talent selection
process. And in those ads, wheredo we direct people?
Go to the website. Go to thewebsite. Go to the website. This
(39:08):
is why I said go get your ITperson. Or really, I should have
said whoever handles your yourwebsite.
Because we create a specialsection of that website that we
might call extraordinary orliberation or employment
opportunities or whatever, butyou want a place that's fairly
(39:30):
pregnant or visible, I shouldsay, on on on the website that,
well, this is a hot dog place towork. So they click on it and
and who appears? Normally, it'sthe CEO. Doesn't have to be a
CEO, but I like the CEO. And theCEO basically goes through the
vision and values.
(39:51):
We are teaching culture, not aprovider of care. We're here to
liberate your potentials. Andyou know we're gonna take you on
a journey if if if you're thattype of person. And you know
your life will will will begreat and better but cast that
(40:11):
vision what that looks like. Andthen after that, a short little
test with maybe five questions.
They don't have to get a 100% onthis. But right there you're
signaling, oh my God, they theytest. This is a serious deal.
Okay. But I would definitelyemphasize the spiritually
(40:37):
oriented aspect in that thatvideo.
How long should that video be?My opinion is that it should be,
I'll say three to eight minuteslong. Just, it really just
depends, and if it has thejuice. Does it have the fire?
And how long does it take you tocapture that?
(41:01):
Next, if you have a little boxhere that says I'm a nurse. I'm
applying for a nurse position.They check that and then what
pops up? There would bebasically maybe 35 questions,
fairly tricky questions or maybeit doesn't have to be 35, plus a
(41:23):
written narrative that theywould use in documentation. Oh
my god these people are serious.
And you don't have to spend muchmoney on this. This might be
SurveyMonkey or or somethinglike that that you embed into
your website. So it doesn't haveto cost a lot. But and again,
(41:44):
you you kinda know how peoplewrite, which is indicative of
their communication skills. Andit's not like you need Oxford
scholars all over the place asfar as their communication
skills.
It just depends really on you'dexpect different levels for
where people are in their stageof life. You know, and and be
(42:06):
cool with that. That's one thingI will say this, when you're
actually engaged in elevating,people's consciousness and
liberating people's potential,you'll find that people's
language will change, theirtheir general literacy, all will
(42:26):
will go to much moresophisticated levels. And and
and and again again they getglimpses of different ways of
perceiving the world or whatthey can be. And I sniff that
one.
I'd like to kind of be likethat. And again, this is all
empowerment. It's what peoplewant. Okay. So they watch the
(42:50):
video.
They take the competencies test,so to speak, and again they do
not have to get 100% on that.But you want to add sufficient
things that, hey this personknows what they're doing. Okay.
Next, this puzzle where theyhave to match words appears. And
(43:17):
what this is specifically is theSteve Byron method.
Basically it's the Hartman ValueSystem, Steve Byron method
particularly. This is the samesystem that's used by The
Citadel, a Mayo Clinic, otherelite organizations. And what
(43:39):
does this puzzle tell us? Ittells us about a person's
professional judgment. We knowthere are all kinds of people
classification systems.
You got Myers Briggs, you gotDiSC, you got PI or predictive
index and people and they allhave their their place and
(44:01):
value. Most of them based on thefour quadrants of hypocrisies
years ago. But this is the onlyknown system that can quickly
identify a person's level ofjudgment, professional judgment.
Why is that important? Well, inhospice or home health work or
(44:25):
really any home care work, arewe able to supervise every
visit?
No, most work is doneautonomously and our entire
reputation as a company can godown in flames with the careless
person, with poor judgment, thatgives somebody 50 times the
medications they should havethat kill them and then they
(44:48):
don't even have the integrity toreport it up for two weeks.
Obviously I'm referencing reallife. So I got to have somebody
that's attracted to the visionwith high integrity, someone
that has the technicalcompetence to actually do the
care, and I got to know if thisperson has good sense not to
(45:12):
smoke dope before the visit. Orwhy this person is speeding,
this person wouldn't orwhatever. That's judgment.
So we can only hire peoplegreat. And so this doesn't cost
that much. I'm gonna I'll justsay this, and I've got the
contact information for for forByram here. Anyway, great stuff.
(45:39):
Okay.
Let's park it right there. Let'sdebrief. All they have done is
go up to the extraordinaryemployment opportunities section
or liberation or whatever wewant to call it section. What do
(46:01):
we know about these people? I'lllet you all help me out here.
I've been talking too much and Iget tired of my own voice.
Speaker 3 (46:08):
They don't have traditional views as far as they
were attracted to ournontraditional job
Speaker 2 (46:13):
Okay.
Speaker 3 (46:14):
Hosting.
Speaker 2 (46:15):
Okay. Hey. I've got I'm working for a different
company. Mhmm. Cool.
Speaker 3 (46:19):
They're
Speaker 2 (46:19):
spiritually, minded, looking for accountability and
for something more out of theirlife than what they currently
have.
Speaker 3 (46:28):
And looking at their professional judgment, I they
wanna know how I can putsomething together. I think
that's, you know, makes youthink, okay, do I really wanna
put in that much energy andeffort? Ah, Am I that type of a
person?
Speaker 2 (46:43):
Yes. Yes. Because we're hitting in like Napoleon
Hill would have said, you know,of of anyone that's really done
thing. It comes from personalinitiative. This is again part
of not coddling people becauseagain, you set like kids, you
set them up for failure when yougive them too much where they
(47:05):
don't have to like struggle andmake it and gain their belief,
right, when you spoil a kid.
So these are already kind of gogetters, personal initiative.
What about computers? I wasgonna say they can run an EMR.
They know how to Yeah, theyalready hey, they already are
computer inclined. They alsowill tend to be self learners
(47:31):
because they have that DNA orthat gene of personal
initiative.
So what what do we know? We knowa little about their technical
competence. What do we knowabout even their documentation
or communication, or at leastwritten communication? We've got
an inkling into that. So we knowa lot about these people.
(47:56):
How much time have we spent?Three six zero. Other than
developing, the website, youknow, there you go. Very
efficient system. How manyhospices do you know that do
this?
Okay. I'm laying it out how youcan do this, folks.
Speaker 3 (48:21):
I think it shows self confidence too, Andrew, because
they're willing to putthemselves, they're gonna take
the task, they're gonnademonstrate their documentation
capabilities, and you have to bea somewhat confident person in
order to do that.
Speaker 2 (48:33):
Yes. Definitely. Yes, measure of confidence and all
that, too. Okay. So there's thatpart of it, but we're still in
people selection.
Next, after they pass thatadequately, then again they
don't have to get a 100% on allthat test, then they get a phone
(48:57):
call from us. And normally we,you know, we got two people
representatives from the hospiceor from the company on the line.
And it can be a speaker typesystem or whatever. And they
both have a standardized set ofquestions that they would go
through, you know, for thedifferent disciplines. And the
(49:19):
very first thing on that is do Ilike this person?
Yes or no? Binary. And so, youknow, you call up the candidate
and within the first two orthree sentences, each person
(49:40):
from the hospice side says do Ilike this person? Yes or no? And
if you know basically how theycome across energetically.
And if there's two no's, youjust start wrapping it up and
say, hey, Jennifer, you know, wejust wanted to thank you for
calling Sunday Day Hospice andlet you know that we got all
(50:01):
your information here and andand great. Obviously, you also
might have some place where theycan put up the form, you know,
if they wanna put their resumeor cover letter and all that
too, but just wanna let you knowthat. And usually people are
actually satisfied with that.But if there's two yeses,
obviously you proceed with therest of the questions. Or if you
(50:24):
get a yesno, you proceed withthe questions.
And, sometimes this can be doneby one person if you just have
something that I call a goodpicker. Some people just have a
gift at picking, but otherwise,you know, two people is fairly
reliable. Next is a formalinterview. Okay. So you get down
(50:53):
through your your yourquestions.
It's like, come on. We'd likethis, you know, because you
wanna set your eyes on somebody.But let me just say one of the
reasons that we really don'twant to see the person before is
because that gets in the way ofobjectivity. And we know that
more and more of the careexperience is going to be done
(51:15):
via telecommunicative means.Right?
How much care is done over thephone? Tremendous. And it's
increasing. So therefore, all weknow is it is very difficult to
drop a completely newpersonality into a human being.
I mean, if somebody has thepersonality of a cardboard box
(51:37):
or sandpaper, just let them workat the other hospice.
We want to again have delightfulpeople. All I know is that
within two or three seconds ahuman being is very perceptive
and can can tell approximatelywhere they were raised, or
section of the country, theireducational level, sometimes
(51:59):
whether they're a smoker or ornot, how they feel about their
organization, energetically. Imean, within seconds. So we put
incredible emphasis on that.Then when we get them in, and
(52:21):
this is in, you know, explainedpretty well in the book.
And and perhaps we we shouldtake a look at that. But you how
many organizations almostdefault that that's one of the
first things they do is theinterview? How ridiculous of a
process is that? And they wastetons of time with people that
(52:47):
are never gonna work out in theculture. And so these questions
And you go to pages like 166,167, there's a list.
(53:15):
But I'm going to kind of fastforward here. Obviously, to know
what they know about theorganization. And usually people
have gone through this actuallyknow quite a bit about the
organization already. What doesaccountability mean to you?
Okay, because here we're tryingto discern whether they're a
mature person or they're goingto act like a child when they
(53:36):
deviate from standard.
And most human beings are goingto deviate from standard at some
point, and that will have to beaddressed as immediate as you
can. Because deferred pain isnot very effective. And there
has to be a degree of painassociated with non standard.
And then I would six there,would actually, present a
(53:57):
situation As our EMR and othersystems are sensitized to detect
non standard documentationperformance, how will you react
when your non standarddocumentation is pointed out?
And the mature person basicallyhas a two word answer: My bad.
(54:21):
Okay. So there's a few of those.And then we get we get them, you
know, towards the end of theinterview, and it's like, you
know, what have you taught wellin the past? And they go, well,
you know, I was I I at the BoyScout meetings, I used to teach
(54:41):
knot tying and bow lines andsquare knots and what have you.
Half hitches.
And I said, okay, hold thatthought. Can you please sign
this video release form? Okay.And then follow me and, they see
the film camera, the videocamera, and it's like, okay, I
(55:03):
would like you to teach me whatyou just said that you could
teach Will for about, you know,two or three minutes. Go.
And right there, you find outwhether they can teach. Why are
we doing this? Because we areteaching culture. Teaching is
the skill which you will begraded on and evaluated within
(55:26):
our culture because it is whatwe value. And right there, you
smoke people out.
I remember, this one gal. I Ibetter not say what hospice.
It's, like, you know, theworld's largest. Anyway, she was
applying with us when were inCalifornia. And I said, okay.
(55:47):
Now I need to teach that for us,And I did this. And, boy, as
soon as I did that, man, thebeads of sweat just just
appeared. And she had a jacketon. That jacket came off, and
it's like, whoo. And we ended uphigher, but I mean, she's kind
of a green banana, but she endedup doing pretty well.
(56:11):
And we use this kind oftechnique at at the conference
center all the time. Wayne,Micah, and everyone that helped
me film all all, you know, thethousands of people that have
historically come to themountaintop, to our programs.
Soon as they walk through thedoor, we do it. Again, it's part
(56:32):
of first day signaling, whichthere's a whole chapter in the
book about about that and howimportant first day signaling
and and all that is. And I mightas well go ahead and hit a
couple other points here.
If we do have some HR peoplehere. You know, let me just
(56:59):
point out, obviously the cost ofturnover is huge. And we've
already talked about that. Whatdo you lose from a bad hire? You
know, time, money, misdirection,loss of focus, internal conflict
sometimes if they don't get yourculture, they stir up a lot of
trouble.
Frustration. Okay. And I'll justsay this. In putting these kinds
(57:19):
of innovations into a hospice,what are we faced with most of
the time? I'll call them thebusiness prevention units.
We just have to call them outfor what they are. When we're
doing magic engagements, we haveto call call us out. It could be
the leader of education, youknow, that kinda has this. And
(57:41):
usually body language givespeople away. Could be HR.
Could be compliance. A lot ofcompliance people are really I
mean, I mean, pretty stiff. Andsometimes you want stiff in some
positions. Or it could be ITover here. Or it could be a CF
(58:03):
No.
Saying, we can't pay like thatand we have to or the HR person,
well we can't pay like that orwe can't But recognizing if
we're being the ones that areholding our entire organization
back because of very rigidbeliefs of the way we think
things should be done. Okay.Anyway, that's that. But but
(58:35):
with that said, that that video,that proof, and here I'm on
page, 155 in the manual, but ittalks about these first two
three sentences. And HR, one ofthe things that I is fantastic
and this is on the next page 156is that you go through the org
(58:55):
chart identifying every positionin the organization and say what
are maybe the two one, two,maybe three characteristics or
chief characteristics of peoplethat have been successful in
that position.
And I've got a list of some ofthese things on page, 158. You
(59:18):
know, I mean CEOs, we hire a lotof CEOs for hospices and connect
that you know that need with theperson. Obviously the ability to
create and communicate acaptivating vision. I mean I I
gotta have somebody who can dothat. The ability to sell the
idea.
And that has self control. Thatwill not go in and and just try
(59:43):
to do all these extracurricularprograms, especially not for
profit CEOs, when it's not theirmoney on the line. I mean, a lot
of times they'll go off toconference and there isn't a
single idea program that theydon't fall in love with. And
they don't realize that they'redestroying their organization in
the process. Well, we do a lotof financial stuff.
(01:00:06):
We had a very successfulaccounting area where we did the
books for for health careorganizations. We sold it. Why?
I didn't want to be in theaccounting business. I felt like
being in the accounting businessprocessing transactions took us
away from being able to quantifyand systematize best known
(01:00:28):
practices even though as amoneymaker.
So and then we sold it to theemployees. And they, you know,
they paid like a million bucksfor it. So it was high value to
them. And they're doing great.And that's Blackmore, by the
(01:00:52):
way.
And I hope I didn't say anythingI shouldn't have. By the way,
when you're doing a video andyou might wanna edit it later
on, here's what you do. You youclap. And then they can just
look at the audio signal andsay, okay Andrew clapped right
here. That's where I need tomake the edit.
And it makes the life of youreditors. Because let me just say
(01:01:12):
this. There's all kinds ofmaster stuff. But one of the
things you do that is that youset up in your main teaching
areas where it's easy to recordevery single training session.
Maybe not always the video, butalways the audio.
(01:01:33):
And and we just mount speakersin every training session. Why?
It's because you don't know whenyou're gonna have your best,
teaching performance. You don'tknow. It's beyond command.
It's a gift. And all I know isthat but I've flown into places
(01:01:55):
where my plane gets in at 03:00in the morning or I get to bed,
I'll say at 03:00 in themorning. I gotta get up at seven
and and and teach or whatever.Or even to music. You know, you
got these crazy travel thingsthat happen or whatever.
And all I know is sometimesthose are the most magical ones.
When your brain is only halfthere, your energy level is low,
(01:02:19):
and you're pulling it all fromyour heart. Just like some of
your best concerts or nervythings, you can just give your
just best and everybody gets itbecause it's real. And it's not
coming from some shallowsuperficial place and you
connect. And you cannotresurrect that same magic again.
(01:02:44):
But if you have it recorded, youcan share it and it lives on.
And that's so that's why whenwhen I'm evaluating training
physical environments, and we'llwe got a whole section on your
design of your physical spaces.That's one of your points. You
record every training. And alittle league organization
(01:03:08):
wouldn't because they thissomehow has not dawned on them.
And these can be used for thecreation of yourself learning
modules. But the audio always.Visual's nice, but I find that
the audio is the big thingbecause then you can get
redeemed windshield time and allthat. Again, going through,
(01:03:37):
again, every position on the orgchart, HR, so you know what
you're hiring for. Like yourCFO, for example, Very detail
oriented and we want aggressiveor action oriented.
Because there's way too manysmart guys or folks. And put
(01:03:58):
this way, you know you have anissue. If your CFO hands you a
financial report says, here'syour financial report, give or
take $10.20 grand. It's close.You got issues.
What do you want? You want a CFOthat's anal retentive. I mean, I
(01:04:19):
mean, mean pucker. I mean, we'recrayon cut, can crushing. Anal
retentive.
But it also has the guts to dostuff. And I want something
that's gonna get in the trenchesand learn how to do visits.
Because what right does a CFknow or a CFO have telling a
(01:04:42):
bunch of clinicians that this iswhat the caseloads need to be
and all that when they haven'treally been in it? When I say
they don't have to be a nurse,I'm saying do everything they
can to get familiar with whatthe folks on the front line are
experiencing. This is integrity.
And people can sense this.Volunteer coordinators. Look at
(01:05:07):
that one. CEO like capabilities.Able to organize, I'll say
thousands of people.
Inspire them. One of the highestpaid positions in an
organization that we I mean,they may make a quarter million
bucks a year if they're good atwhat they do. And we they get
(01:05:27):
paid by the number of volunteerhours with low, radically low
base. We might only pay them $25a year for salary. But then, you
know, two, three, four, fivedollars per volunteer hour.
Most organizations pay $19 pervolunteer hour when you really
(01:05:48):
calculate it. That receptionist,all that. That's a big thing.
I'm gonna go further. I'll getahead of myself.
Here's another HR thing since Ihave your attention right now. I
would like our best knownpractice is to inventory the
(01:06:08):
talents, the experiences orexperience, and the dreams of
all of your employees so thatyou know what you're working
with. This allows that if youhave opportunities or anything
like that, that you can identifypeople that are likely to work
(01:06:30):
out. But it's an inventory, justlike you would inventory, you
know, your medical supplies.Right?
And this gives us insight inthese individuals. Right now
we've we've put eyeballs on theperson because the point is, you
(01:06:54):
know, I'm very sensitive to theenergy that the person is
throwing off. You know, becausesometimes you just get, well
maybe this isn't the rightthing, and that is almost
kinesiology on some level. Imean, but you just to get a
sense of the person. But whenyou talk about the comp system,
here's the importance of sayingwe pay a low base or a modest
(01:07:19):
base or a humble base.
Those are three different waysyou can say it. The bulk of your
compensation is going to bebased on performance and we have
a standards component that wemonitor our systems and again
this is a bonus that we expectyou to get every pay cycle for
(01:07:40):
simply doing your job with nogoals, no stretch, just doing
the job, and you get this, youknow, this 5%. Managers it might
be 20%. I mean much higherbecause they're more mature
people, or they should be, butwe expect more. But right then
and there, when you tell themthat they're not going to get
(01:08:01):
the big salary that the hospitalis doing or whatever, but you
can make more in our system, orour average employee gets this,
or we've designed it.
Let's just say we designed itwhere people will normally get
this, and you wanted a higheramount than what's marked. Right
(01:08:22):
then and there you smoke outpeople that lack confidence with
one move. The compensationsystem informs you whether
someone has competence.Competence in what? Competence
in themselves and confidence inthe organization.
(01:08:47):
So that's a great way to put it.It's like someone told me that,
yeah, we use it to smoke peopleout. And so if they, oh, I just
couldn't even think about this.Well, you know, prideful person
or or insecure person, go go.This is not the place for you.
I mean, Nancy, I mean, let'stalk about our conversation when
she's she came from atraditional kind of hospice
(01:09:10):
background, and I presented thefinancial piece to you, which we
would ask anybody. I don't careif you were a CEO of the largest
hospice in the world. You know,and whatever you're you're still
not going to make more than the$65,000 base in our system. And
why should you when you canproduce all you want, unlimited
(01:09:33):
salary, based on performance? Imean, Nancy, just share your
situation.
Mean
Speaker 3 (01:09:38):
So I, you know, I had always come from a traditional
pay environment, and so I had alot of questions about kind of
how things would be structured,and there are a lot of
variables. And I don't know, weprobably talked on the phone for
maybe fifteen minutes, maybetwenty minutes And finally, I
said, you know what? Here's thething. I believe in me. I know
(01:09:58):
I'm a hard worker.
I know I'm going to do well in asituation like this. And I
believe that you might actuallywant me to succeed more than I
actually do. And so I felt likethose two things combined. So
it's funny that you say that. Ithink the confidence in yourself
is really important, but I thinkit's also equally important the
confidence that people have inthe organization itself.
Speaker 2 (01:10:19):
Yes.
Speaker 3 (01:10:20):
It's a big piece of it.
Speaker 2 (01:10:21):
The point is I like to look at it as an unlimited
thing and that everybody has thepower to take their lives, their
economics even. Let's face it.We all make our own economics.
You can blame the world, but oureconomics are our own doing. And
they're a result or consequenceof what we have become or what
(01:10:44):
we have evolved ourselves into.
You know? And so there's a lotthat has to do with even our
will, you know, in it. Okay. Sowe're through our our talent
selection process.
Speaker 1 (01:11:06):
We hope you are having the best day of your
life. If you need somethingfurther, just visit one of the
MultiView Incorporated websitesor contact us through social
media. Smoke signals, carrierpigeons, telepathy have not
proven reliable. All calls areanswered within three rings by a
competent real person. Thank youfor listening.
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