July 21, 2025 • 69 mins
This episode completes the 2nd process, People Selection, and continues a dive into the remaining 2 processes of a World-Class People System, 3) People Development and 4) People Retention.
A company’s Quality is “no more or less” than the Quality of its People Systems. The processes in these systems dictate exactly the Quality of the organization’s products and services. Most organizations only use methods and practices of the 50th percentile…that is….mediocre and average. And wonder why this is so and are often frustrated that they are still get regular complaints, have screw-ups, service failure and an overall loss of reputation/value of the enterprise.
This episode draws on the professional insights from the organizational experts at Multi-View Incorporated and assembles the Best-Known Success Patterns/Practices in this CORE area of FOCUS for any World-Class enterprise. Based on over 27 years of experience with more than 1,300 organizations, this message will inspire and help give the listener a VISION of how to create such a People System.
The 4 Processes in a World-Class People System:
- People Attraction
- People Selection
- People Development
- People Retention
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
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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.
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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 MBI'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):
So, I'm just breaking down. We're screaming for
comprehension of vision values,technical competencies, cultural
fit with extreme emphasis onaccountability. Come join us.
Again, these people tend to bemore motivated than other
people. They do not have greatfear of taking tests and being
(01:34):
accountable.
They're more likely to belifelong learners. They they
know how to work a computer,and, we got some indication of
their communication skills. Andwe also have a good idea about
their professional judgment, youknow, and, and all that. And
(01:55):
there's a whole slide on HRpractices. Use compensation to
smoke out people that areunwilling to bet on themselves
in the organization.
Use compensation to attract andretain the most talented people.
Again, don't hire people thatneed to be managed. Use videos
(02:15):
when hiring people. These arekind of HR ish things. You know,
hire people that naturally dothe behaviors to be successful.
Basically, their defaults arealready identified. Positive eye
contact, energy level, voice,tone, all that. Determine ways
to locate talent alreadyemployed in the organization
(02:36):
without input from the immediatemanagers. This is where you get
to know them. And I'll just goahead and skip ahead here.
We want at least two videos onevery employee. Every employee.
I don't care if we have 10,000employees. We want a video of
everybody. The first isteaching.
(03:00):
What have they they taught well?And and, you know, just two or
three minutes long. And that'shoused in HR. And then we want
another video of them explainingaccountability, because
accountability or awakening orenlightenment or liberation,
however you want to phrase it,is such a valuable topic and so
(03:27):
we want a video on that. Whatdoes this allow us to do?
That means that in a rapid or ashort amount of time, if I have
a need of a leader, or put thisway, if I know this, have this
knowledge, I can say we need tokeep our eyes on this person.
They got leadership, but theytaught so well and all that. We
(03:51):
need to perhaps put them on theleadership track. Or if you have
you lose a wheel due towhatever, you can quickly
determine the talent you have inthe organization based on these
videos. And we can avoid whatI'll call the Pete principle.
This is all in the book, by theway. What is the Pete principle?
(04:12):
Well, the first CFO that Iworked under directly as an
accounting manager, his name wasPete. Pete was a guy that got
riffed out of some hospitalsystem or whatever. And I
remember him making a statementto the executive leadership team
that, You know, Andrew's reallygood and if Andrew works under
(04:34):
me for a decade or so, he mightend up being a pretty good CFO.
Well, I had his job in sixmonths because some things went
so wrong and me not knowinganything about what I was doing
just did some common Midwesterngood values, seems like a good
(04:56):
and that's why we got thesedifferent pay systems and stuff
that had never been done inhealth care. And we just
rocketed, and so I had his job.But here's the point with the P.
T. Principle.
Your immediate supervisors orleaders would hold down your
(05:20):
most talented people and theycan't help themselves almost.
How can you say such a thing,Andrew? Why? Here's how I can
say it. How many times has aclinical leader or a site leader
said, you know, that person,that nurse, that social worker,
whatever, should have my job.
(05:45):
No. They're so talented theyshould be managing me. How many
times do you hear that? There'sthe giveaway. So therefore, as
an operational practice, youwant to have all these videos
that you can rifle through thathave to be looked at or reviewed
by a level or so or a levelabove that immediate manager to
(06:10):
identify your talent, especiallyin the leadership ranks.
Again, we've got a completesystem on this. Normally people
have to work at the organizationfrom twelve to eighteen months
in order to actually get that,but you can start to say, you
know, that person's going towork out pretty well. But we
(06:31):
rarely bring in people from theoutside because they're just
going to break our business,basically. Because if you don't
train them, they come in unlessyou need a change agent, that's
a whole different deal. But ifyou bring in Billy Bob, what's
Billy Bob going to do?
Billy Bob is going put in theBilly Bob system and everybody
working for Billy Bob is goingto try to be a hero in the Billy
(06:53):
Bob system and Billy Bob isgoing to decimate your systems.
And guess what? Billy Bob isinnocent. He's just doing Billy
Bob just like T Rex is doingwhat T Rex does. That kills
stuff and rips stuff up andthat's what T Rex does.
So there's no sense indemonizing T. Rex or Billy Bob.
(07:14):
But if Billy Bob had been partof us for twelve to eighteen
months, they go, okay, here'show they kind of make decisions
here. Oh, high integrity. Okay.
We're gonna follow through.We're gonna communicate well.
We're gonna do all these things.Be sensitive to people's
feelings. You know, what whatwhatever.
Then Billy Bob has the settingfor success. But then he set his
(07:38):
team has to produce thatcontribution margin financial.
We're not gonna tell him how toget there. I mean, we'll help
him, but he's just managing thatresult. How he gets there is
completely up to Billy Bob.
He's liberated. Okay. Okay,think we've got most of those
(08:06):
things. So HR, quite a bitthere. Competency tests, phone,
all that.
Again, when you think about theproof of a person's ability to
to teach, again your videos, thevisual look, clothes, body
language, facial expressions,tone of voice, projection,
(08:28):
confidence, lack of confidence.Is the person interesting? Do I
want to listen to that person?Does the person have a command
of the material? Do they knowtheir stuff?
Are they organized? Are theynote takers? I don't hire people
that are not note takers becausethey just might have the smart
person, and I realize they'rejust gonna get 10% of what
(08:50):
you're talking about normally.What's their body language? Does
it match the presentation?
There's all this stuff that yourvideos will tell you or when you
see the people in person. We donot on these evaluation phone
(09:11):
calls, we don't do a Zoom call.Some people may say, Well, we've
got Zoom now. Let's do a Zoomwith that person. No!
You don't want to see the personbecause what happens is when you
got them on the phone, thatvisual will override the voice.
(09:31):
Because again, when I say 85 to93% of communication is
nonverbal, you will override thefeeling on the voice. Whereas if
you just have the voice, yourmind starts to put together the
picture already because youthink in the work in terms of
pictures. Like if I say the wordchair to you, guess what? You
(09:53):
think about a chair.
If I say table, you think of atable. If I say green elephant,
every one of you couldn't evenhelp themselves but think of a
green elephant because we thinkin pictures. But since most of
the care is going to be done viatelecommitted means over the
phone, how do they come off topeople? That's why you would you
(10:17):
would never do a Zoom for aninterview, not an initial
interview. Later on, maybeincorporated.
Okay. Already talked about that.And then the interview itself,
what's accountability mean toyou, situation that has to do
(10:38):
with that, and then that video.Sign this release form. There's
one in the book that you cantake.
Sign this because you don't wantsomeone coming back later on
and, you know, whatever. So Andthen the offer has to do with
compensation and what's thatlook like? Before you're fully
(11:00):
part of us, you have to becertified in all areas
applicable to your workincluding phone skills, visit
structure, how meetings are run,Sunday language, master teaching
methods and other things. Wewill evaluate you for a ninety
day period to make sure thisrelationship is working and that
all standards are being adheredto. And by the way, here's
(11:25):
access to Sunny Day's selflearning modules.
We'll see you in, I think it'sfourteen days. Good luck. Okay,
get this. Okay, this is key.This is leading us to the next
section.
Basically, you got through theinterview process. We're gonna
hire you. There is aprobationary period. We'll see
(11:48):
you in two weeks. And then westart transformation, because
again you want to get away fromorientation and all that.
Okay. As a person knows that youhave a high accountability
culture and that you test, whatare they going to do? They're
(12:11):
gonna dig into the self learningmodules. And here's the thing,
these people will come intoclass before the first day of
class and they will knowapproximately 60% of the
material before class. Andthat's an excellent situation
because at that point we're inthe reinforcement of knowledge
(12:33):
or learning phase right from theget go.
And we found this out after,again, I've trained nearly
10,000 clinical managers. And wefound this out that when they
knew they had two or 300question test that they had to
get perfect on, man, they werestudying on the plane ride, the
(12:55):
air, and just getting down withthe material because there's a
lot of numbers or a good amount.There aren't that many numbers
really when you get down to it,but they had to be familiar with
and know it. We'll see you infourteen days. Here's access to
(13:16):
our Relia system and our selflearning modules.
And then they will already comein already knowing. So, now
we're going to talk about theTalent Development Process or
the Talent Liberation Process.So, we've introduced the self
(13:38):
learning modules already withour offer letter, offer box,
whatever. Next, I have the CEOor some prominent person in the
organization basically runthrough vision values,
proprietary methods, you know,how we do things. This is kind
(14:03):
of the overview of the company,but we want this to have the
real, that energetic and allthat.
This is what this is about. Iwould even do this before
technically people fill outcertain forms and things like
that. You might have a few froma legality that you may need to
get assigned, but I wouldminimize that time and get right
(14:26):
into it, and then if there'sother things you can complete
later on at the end of the dayor what have you, take care of
some of those things later. Butyou wanna get into this selling
of the vision values andprinciple ideologies. And you
want this in a live setting.
Now with this said, pandemic, alot of folks went away from live
(14:50):
and lots of Zoom. I'll I'll justit's for a lot of organizations,
it was a mistake. Though we canget tremendous amounts even
doing this virtual thing. Imean, no question. God knows how
how much I learn.
I mean, I take about 12 collegecourses a year. That's just my
(15:12):
DNA. I love learning. A lot ofit's about human behavior,
history. I'm pretty pragmaticabout life.
Don't about the only fiction I'minterested in is sci fi because
that has to do with the future.Where am I getting a lot of
(15:32):
this? Well, just repeatedexposure to the material by
listening to the lectures, youknow, watching the lectures,
great value. So that's whatwe're doing here. Tremendous.
The fact that you can watch itagain and if you need a link, I
mean we can get you oneafterwards if you want to go
through sections of this. Butwith that said, there's no quite
(15:55):
substitute for actually bringingpeople in to presence of the
teacher. Because I'll just saythis, we learn as much from
osmosis, being in the energy,the vibration, of that teacher,
(16:16):
especially if they've developedto a certain level, that just
makes it very very impactful.And when we're at the
mountaintop and we're looking atnature through the big windows
and all that, there's anexperience people know it's
special time, and that I've gotan opportunity to transform my
(16:40):
life right now. And, let me justdescribe one of the greatest
organizations ever to be on thisplanet as far as relatively
modern organization, and thatwas Arthur Andersen, which was
(17:04):
founded at the turn of thecentury.
And they were the greatestaccounting and consulting firm
in the world for many years.Arthur Andersen's integrity was
so much when they would auditfinancial statements, that is go
through the transactions andwhat have you, to basically say
(17:24):
that these financial statementsand which loans and all that
would be provided based on. Likethere's one time there's a
slight issue with an audit theydid with the defense contractor,
and all they had to do is changesome commentary or some language
(17:47):
in the audit. And ArthurAndersen just leans back in his
chair in Chicago and says, Thereis enough money in all of
Chicago that would make mechange that for you. We said
what we mean, and we mean whatwe say.
And that signature of ArthurAndersen on those audit
statements was more valuablethan any other signature in The
(18:12):
United States, on the bottom offinancial statement. This is
where integrity and highstandards mean something. It's
just this I've tried to operateby the same thing. I will not
work with bottom feederorganizations, hospice workers.
I don't care how much they'retrying to pay us.
Speaker 3 (18:29):
Did you know they were a world's best teaching
organization, too?
Speaker 2 (18:32):
What's that?
Speaker 3 (18:33):
Arthur Andersen.
Speaker 2 (18:33):
Oh, yeah. Yeah. And that's what I want to describe
is basically the way Andersendid it. So how do they train
their people? Okay, well theywould fly everybody or bring
everybody to Chicago and guesswho would teach the course?
Arthur and his all star faculty.And they would personally go
(18:55):
through the methods, visionvalues, methods of Anderson.
Here's how we do it. We use ared pencil here. We tick this
off here.
And and people are just chargedup. And when they they had a
hiring profile, so HR people,they had a hiring profile. What
were they looking for? Young,impressionable. Kids first to go
(19:20):
to college, kids that had toovercome great obstacles in
order to get to college and fromthe Midwest.
It was one of those things. So Ithink that's six things. Young,
impressionable farm kids fromthe Midwest, first to go to
college, had to overcome a greatobstacle. I guess that's for me
(19:42):
it was five or whatever, me andthis one, but I'm only an
accountant. So, again, if youcame from like wealthy family or
they wanted kids that had thestruggle and they were so proud
when they got through thisrigorous training, That even
(20:02):
when they went out to work as aCFO for different major
corporations, which is a verycommon thing in the accounting
profession.
When you do their audit, youalready know their systems and
all that. Guess who they use fortheir auditing firm? What do
people that you know, some ofthe folks that have did
different things with MultiView,I mean, who do they use? They
(20:23):
use MultiView. Or some people gofrom one place well so there's a
lot to learn from the ArthurAndersen situation.
Now here's the problem. Becausewhat happened? I mean, they went
(20:46):
out of business at a certainpoint. Why? Because of Enron.
Because of bad accounting, badaudit practice, whatever. What
went wrong there? Here's whatwent wrong. Arthur died. And
then the smart guys said, Youknow, Arthur is a little old
(21:06):
fashioned.
We could do better here if wekind of relax this standard, or
we don't do this, or whatever.And so it's the gradual
deterioration of values thatcauses things like Enron.
There's the demise. And and partAnderson still exists, the
(21:31):
consulting wing. Was itAccenture?
Yeah. I think it was just agreat one. So there you go.
Okay. So we got our ArthurAndersen leader or whoever in
the organization.
I like it to come from the topthough, if possible. I realize
that we got places and you'respread out all over the country
(21:55):
And there are ways, you know,that you can do it, but there's
still no substitute for, youknow, that personal experience.
Anyway, and there's things thatwe can suggest for those really
really large organizations thatare doing that. Okay, so then an
overview of your Sunny Day Modelor your organization, how it was
created, the patient chair,which we really haven't got into
(22:20):
that much, but people understandhow we're doing everything based
on the feelings and emotions ofpeople and all that. How they
can access resources, whataccountability means, all the
measurements that we use.
I was going to say, here's abreakthrough and this is not in
(22:41):
the manual. Okay, we used tohave the All Staff Manual Which
basically Well, anyway, there'sone there, I think. For all
staff. And really the all staffmanual, think about it, is kind
of a dumb down. It's like, well,you know, frontline clinicians
(23:05):
and stuff don't really need toknow what a manager And so we
said, Well, why not?
Why not? So, best practicebreakthrough is we have one
manual, the ExtraordinaryClinical Manager. This would be
workbook seven that we use fortraining everybody from
(23:29):
frontline to managers. In fact,you can even replace, I'll say
RN or really, you want to lookat maybe I should say it more
like this. All your cliniciansshould probably be viewed as
extraordinary clinical leadersbecause they're leading people
or teaching people, leadingpeople through an experience,
the experience of of the deathprocess with which we are most
(23:52):
familiar.
And we can only afford to havethese extraordinary people.
Okay. So what's the value? Firstof all, it simplifies things
because you only have one manualto keep up for the organization
or at least the primary. I'm notsaying you're not going to have
supplementary.
People learn all the metrics,how they're measured. They
(24:16):
understand why we use thesemetrics. So, right there you
kind of disintegrate The Usversus them, the corporate
versus clinical divides thatexist in so many organizations.
And also, if all cliniciansunderstand the job of the
(24:40):
clinical or site manager or teamleader, they can hold that
leader accountable. Think aboutthat.
They can say, That's not how werun a meeting at Sunny Day.
That's not how we do a visit. Itsays here, This is how we do it.
(25:02):
But your written manuals are socritical because, again, you
don't want that oral narrative.People are only going retain
about 10% of it.
You need it written so that itcommonizes, commonizes the
knowledge for everybody and alsoprovides, again, this mechanism
(25:22):
for self learning. Yourtrainings again are a joke
without written comprehensivemanuals combined with testing
for evaluating student learning.Anyway, that's a breakthrough.
(25:45):
It's not in the book, but it'ssomething we're using at
hospices right now. Okay.
So we got the vision overview ofthe model, and then we go into
perfect visits or perfect I'msorry. Perfect phone
interactions. The reason we doperfect phone interactions there
(26:09):
is first of all, people arecrappy on the phones. I mean, we
serve, you know, or get hundredsand hundreds of phone calls even
a week, you know, from hospices.And Nancy, I mean, I'm not
without trying to we're nottrying to take a dig at anybody,
but what do you experience whenyou're calling up hospices?
(26:32):
A
Speaker 3 (26:33):
huge variability of service, but rarely is it
excellent.
Speaker 2 (26:39):
Yeah, rarely is it excellent. I think that's the
key point. When we find that ifwe expose people to two or three
hours of training on that topicalone, the quality will go up
about 70%. And there's a veryspecific way about how to how to
do that. We've got a lot ofmaterials on on this and there's
(27:00):
even more being being created,but how to be extraordinary on
the phone.
Again, call Malibu. They enjoythe hold music, for example. The
hold experience that they ask meput back on hold. I always think
that's funny, but that thathappens frequently. Or do you
(27:21):
not find that just hilarious?
I
Speaker 3 (27:23):
I there's one person in particular who's rather
prickly that I I had worked withwhen I first started working
here, I worked with her quiteextensively. And one day, I put
her on hold for some reason, andI came back from the hold, and
she was a happy person. Like,she wasn't prickly anymore, and
she commented about the wholemusic, and I thought, note to
(27:44):
self, Nancy, always put her onhold.
Speaker 2 (27:46):
Of course. And everybody's going, what what are
they talking about here? Here,we put all kinda old TV show
themes and even commercials andall that. And all I know is that
no matter what, that projectshappy times usually are images.
Like if suddenly, you know, thetheme from Mary Tyler Moore, you
(28:06):
know, who can turn the world onwith a smile?
Who can make a sunny day?Whatever. Anyway, and suddenly,
you know, you're back at mom'shouse on Saturday night in
popcorn or or or whatever yourroutine was.
Speaker 3 (28:24):
It's a connection too. It's all of a sudden now
you're talking to somebody whohas experienced the same thing
you've experienced, not just thelady that I call an MBI when my
checks won't print because Yes.Whatever reason. And so it just
softens people.
Speaker 2 (28:38):
Yeah. And also we're hit you're you're conscious of
the demographic you're hitting,but it's different. Okay. But
we're doing that memory thing.So, again, three or four hours
we can we can increase people'scompetencies on the phone.
Very small investment. Big, bigreturn. Then we go right into
(29:03):
the perfect visit with perfectdocumentation. And so when you
think about this, these othertopics, they don't take days. I
mean those are just, you know,an hour, half hour, you know, a
couple hours and then boom!
We are right in the perfectvisit, And which is really the
(29:24):
guts of the whole thing becausewe know that focusing on that
again is gonna solve virtuallyevery quality and financial woah
in the organization. And youmight spend a couple days on
this, you know, two, three days.With existing organizations,
sometimes we can do it in two orthree half days, you know, get
(29:46):
people trained up in it. We wantthis to be really, really
impactful They're going throughthe labs and right then they're
just blown away. So, you know,the very best lab situations
that you can put together, youdon't always have to spend lots
of money on this stuff.
I mean we can do it with acouple blow up dials and a
(30:08):
couple speakers, but you knowyou do as good because and you
make it as special as you can.Then, basic documentation is
taught, and what we teach, youknow, just is really how to
document slow decline. So we'realways referencing the start of
(30:31):
care with whatever is happeningnow. To do that, you have to
break the habit of clinicianswanting to document just what's
happening on that visit. That'sincorrect documentation.
We're always referencingfunctional decline, whatever
(30:52):
with the big picture view. Andthen also tell me how grim it is
because the goal ofdocumentation is obviously, yes,
we want to communicate to ourteam so that we can provide this
coherent, integrated,interdisciplinary experience,
but we also want to make thefolks at the FI in the 10,000
(31:14):
cubicles there puke when theyread our chart. That is we want
to impact them emotionally. Wewant to make them feel sorry for
this patient's situation, evenpointing out again just how long
it takes to do normal function.And so, you know, you really,
(31:36):
and we just go through theentire documentation thing.
We do not have any problemgetting clinicians to document
at the point of care. It's a nonissue when people teach it well.
And also when you sensitize yoursystem that we know that if
you're documenting at night andthat boom, your paycheck is
(31:59):
automatically hit. Because,again, documentation has a
deterioration rate of frenchfry. Over 70%, again, of the
details of the documentation arelost in only six hours.
That's according to anAllscripts study years ago. So,
anyway, but you just cover allof that and how to write a great
(32:20):
note. You know, so therefore, inthe teaching environment, we're
thinking about increasingpeople's capacity to communicate
or literacy even. What is a goodnote? What's too much?
What's too little? It's thatwritten narrative. And when
we're doing magic engagements,one of the first things we get
(32:42):
going is perfect documentationand we request for charts. We
say to people development oreducation or whatever, bring me
a perfect COPD chart. Okay.
No, no, we don't have a perfectCOPD. How about a CHF? No, don't
have that. A dementia? No.
(33:03):
How about like some genericcancer, lung cancer, whatever?
Don't have that. And then youlook at them with your steely
eyes and you go, how in the helldo you expect any of your
clinicians to document well whenyou can't even produce a chart.
(33:25):
And now I'm talking aboutwritten charts, not just on the
computer, though on the computeris one thing, but that has those
written out and show that slowdecline. And even providing
people cheat sheets of languageso they don't have to be using
the same phrases over and over,but very emotionalized language
that they can use so that whenthey're in low energy states,
(33:45):
they can document well.
This is high value peopledevelopment stuff I'm going
through right now. It could bethe business the difference
between you being in business ornot in business or owing
millions or hundreds of millionslike San Diego back after an OIG
audit. Okay. Revolutionarybereavement might talk about how
(34:12):
we're doing things way differentbeyond cognitive things, going
into much more experientialthings induced by technologies
that our hospice may use and allthat. The business of hospice,
we teach the numbers so thatthere's no confusion about what
we're measuring, why we'remeasuring, and we really wipe
(34:36):
out that divide between clinicaland admin by everybody being
taught it.
Computer curricula, disciplineor specific discipline
breakouts. Then clinicalmodules. Okay, in the education
(34:57):
area, the visit structure, ofcourse, is not clinical. Meaning
that it's not wrapped up inclinical skills. It's the reason
that I or so many multi viewpeople or whatever can we teach
the visit structure all over theplace because it's not clinical.
(35:21):
It has to do with creation ofthe feeling for the patient and
family. Being sensitive to that.All of your clinical skills are
taught in separate clinicalmodules or self learning
modules. How you do your woundcare, how you do breakthrough
(35:44):
pain, how you do a catheter in aLa Z Boy. I mean, whatever
you're into and what you feellike is a skill that they need
to know, those are separate andthey will change over time.
Like wound care, like, you know,hey, let's get out the blow
dryer after we do that. I mean,these are, you know, now it's
like we don't need that. I'mjust saying it changes. And when
(36:06):
you have this more modularapproach to it, it allows you to
innovate and put the mostcurrent practices in your Elias
or your self learning system.And I'll just say this, whenever
we make these, sometimes weconcentrate on the visuals of
how to do that clinicalpractice, but just as equally
(36:27):
valuable is the audio.
So by ripping, the audio fileoff that and putting it into
mp3s or CDs or whatever you haveto do so that people can
actually play them in the carWhere they can just temporarily,
you know, not listen to ACDC orwhatever they're into. And they
(36:48):
can listen to this whatever bestknown practice or practice that
you're trying to teach, whetherit's perfect visit documentation
or clinical practice. And youthink about that, once they have
actually seen the visual, whatplays in people's mind? The
actual thing. Like like, youknow, Gone With the Wind.
(37:10):
If you've seen it one time or,you know, maybe a few times,
let's say one time, and then youlisten to the audio, suddenly
that whole movie plays out inyour head. And that's what I
mean. Your mind works inpictures, and that's why that 85
to 93% just really indicates,hey, my mind works in feelings
(37:32):
first and pictures, and that'show my memory is created. Okay.
Again, kind of the outcome wewant is that staff want to
(37:54):
believe that they are talentedand are well trained and we must
transform this desire from awant into a certainty.
And let's just go through this.What is the sequence to use here
(38:14):
to develop people, especiallywhen there's large scale
retraining that needs to takeplace. You want to move to the
model, let's say. I got a lot ofemployees. How do I pull this
off?
And I'll probably go throughthis pretty quick. If you go to
page 173. First of all, you haveto train yourself. So that CEO
(38:35):
needs to understand the model.What are we doing with this?
So instead of the chief teachingofficer. Then, we want to make
sure that the manager or leaderof people development is a Wow
teacher. When I say a Wowteacher, it's like commands that
(38:56):
attention, has experience,interesting, all that stuff.
Then obviously, we train ourmanagers because a manager is a
multiplier. And untrainedmanagers will defeat you.
Or let me just say this, nonbelievers will defeat you. So,
(39:17):
could have the most manicured,miraculous, transformational
training experience. Train themup perfectly and then they go to
the site. And if that manager orleader goes, well, I know how
they taught you up at corporate,but let me tell you how it's
done in the real world. Theywill just have just defeated
(39:40):
you.
So you gotta have thesebelievers. That's another reason
you gotta have these folks thathave been with you for eighteen,
or, you know, twelve, eighteenmonths or whatever. And then
then we train our best staff,usually in small groups. I tend
to your a players, you mightcall them. Normally, we'll we'll
train them in groups of four,five, six, probably is about the
(40:02):
most, because you want to haveenough individual, but if you're
training your very best people,they got the greatest attitudes,
they're the easiest to train,they're your bright cookies.
And even if you screw up in yourinitial trainings, they're much
more forgiving. And they'llactually say, hey, this might
even be better. You know, butthey're the people that just
(40:23):
mature folks you want to workwith. And then you start working
through your B and C levelpeople and then you find that
you don't even need as manypeople as you have. Most
organizations think they don'tlike HR.
We got all these open positions.Well, you may have some critical
open positions or whatever, butwe find that most hospices are
(40:45):
overstaffed just because thestandards are so low And so they
have to have all thisredundancy, you know, all kinds
of things there. Anyway, sothat's the way we kind of again,
you don't even have to worryabout your D level folks because
they're not going be workingwith you any they're going to be
(41:06):
working for your competitors. Itwas where they should be. So
with that said, it's pretty muchlunchtime and, you know, let's
go ahead and take our half hourand eat our lunch and then we
(41:26):
will reconvene and keep goingthrough the system.
So we've been through, again,talent attraction, talent
selection. We're working on thedevelopment. That's where we're
going to spend, you know, somuch more time even after this,
but we'll be hitting how do youretain these people, that last
(41:49):
process. So, let's go ahead andhave lunch everybody. Welcome
back everybody.
Hope everyone had a good lunch,pizza or whatever. That's what
(42:12):
we did, so it was delightful.And so we're talking about
people development, but againyour cornerstone concept that
you will try to adapt or thepattern that you'd want to adapt
to most of your peopledevelopment initiatives would be
(42:32):
System seven. Again, because iteliminates, it makes it
impossible for there to beknowledge deficits in the
organization. It also hits onmost of the modes in which human
beings learn.
Probably not so much the senseof smell and stuff, but
definitely tactile and visualand auditory and all these
(42:56):
things creating, you know,sensations. And again, we'll hit
that a little bit more later on.The other thing is that in our
manuals, if we take a look atpage 175, in people development,
I think there are, again, theseadditional considerations.
Literacy. What levels ofliteracy are needed in our
(43:19):
organization?
And, again, you wouldtechnically establish that by
positions and all that. Youknow, you think about the idea
of liberation or selfactualization or self
realization. Well, so much of ithas to do with education. And,
(43:44):
you know, like if someone wantsto liberate themselves, for
example, economically, normallythe path will begin with some
sort of education, whether it's,you know, from school, formal
schools, which in some places,you know, if you want to be a
CPA or some other professions,you know, that is mandatory, You
(44:08):
know, others, you know, it'sit's real world aligning
yourself with mentors. And Ithink you do, the latter no
matter what.
People that have actually doneit and are people especially
people that are not alwaystalking from a theoretical
position. But rather, hey, youknow, they've been in the
(44:30):
trenches and all that. Butliteracy and one of the things,
again, in promoting life skillsis getting public speaking. And,
you know, that will changepeople's lives right there. And
you think about like the video.
Well, the reason we use video somuch because, you know, there's
(44:53):
people don't always know howthey come off to other people.
They're quite oblivious aboutthis. And suddenly, oh, is that
you? Yeah. Is that you?
Is that how I really look? Oh,yeah. That's how you really
look. And suddenly all kinds ofself correction enters the
consciousness of this personthat was oblivious of how they
came off to others. And,amazing, things happen there.
(45:18):
And so we'll talk a little bitmore about that later. But, you
know, note taking. Again, acritical skill. I normally don't
hire people that don't takenotes. There's so many practical
topics that can be taught whenyou're developing your talents.
I mean, for example, I mean, Iknow people have all their
technologies and stuff. One ofmy secrets is what? A clipboard.
(45:45):
I have a Word document that Iupdate every morning and I with
everything I want to do and thelist gets gets long as if you
don't fulfill certain things,but I'm always prioritizing it.
What is the highest good themost important thing?
And so you have it there thatyou can always reference in low
(46:09):
energy states or high energystates. There it is right before
you. Feels good to take thingsoff the list, but you're
reshuffling it, but it's it'sright there. Because people
always say, Andrew, you know,you're involved with all these
companies and and enterprisesand and just, and this is stuff
(46:31):
even outside of multi view andall that. How do you keep it all
together?
Okay. This is a skill. It's askill set, and I don't know who
I imitated, but that's worked.You almost always will see
Nancy, you always see me prettymuch with a clipboard. It's kind
(46:51):
of weird, probably.
It's like, man, he like hasmarried that clipboard. And, you
know, some people can do youknow, try to do it on their
phone and all that. And anyway,that you just have to find
something that works for youthat that is effective. But it's
a that's an example of an IRM,an image recall mechanism that
(47:12):
we'll talk about and is part ofcreating these conditions for
people to be successful.Computer skills, reading aloud,
and by the way, on page 176there is some kind of science
behind learning.
So when I said that you'regetting the effectiveness or the
(47:36):
results that you design in yoursystem, that's where you
reference 10% of the materialwill be retained by a student
that only listens. And then itincreases 40 to 50 listens and
takes notes and what have you.So there's some reference to
that. Okay, let's get into ourtalent retention process. So
(48:00):
this is the fourth process.
And here's the cool thing. Thesame things that you use to
attract talent are the samethings you use to retain
talented people. However, youadd there's a couple other
(48:20):
things that we have to considerthat that that really impact
these, when retaining people.Okay. So why do people stay with
organizations?
Because of the work atmosphere,that inspirational, electric,
spiritual atmosphere that'sbeing served up every day. And
(48:41):
when you really get down to it,it's it's it's pretty logical
thing. This is people get thisis how I'm spending my life. And
in hospice, think about this.Here we are racing towards
death.
We all know how this turns out.We all know how how this turns
out. Why would any thinkingperson spend their life where
(49:04):
there's options of where youwork, like America? Why in the
world would you spend itthrowing your life away in
something that you don't want todo? Doesn't even make sense.
(49:25):
You know, even the idea ofretirement is a strange idea.
It's a relatively modern idea,and I get that, you know, you
may even like your work, butthere's a point where, hey, I
just like to to do whatever, butI think if you're really kind of
in you know, when you should beliving the best life and really
be enjoying what you're doing,to me it just seems like a very
(49:46):
foreign thing. I don't evenunderstand it on a certain level
because I'm living like, I mean,the best life like right now.
And so all these investmentadvisers by which most of them
are very average. You know, thething about this where people
can put their money.
(50:07):
I mean, I seek the most elitefolks there are. And boy, does
it make a difference. You know?I mean, investment people, where
you put it and all that. So thatthat is a real practical thing
that you could do.
I mean, far as to help employeesout. Anyway, so people stay at
(50:34):
organizations for the new life,the environment. They also, you
know, like the super pay, andthe more they do it, the more
confident they get, you know, inthemselves and they see that.
They see that change in theirlife. But in order to retain
people, 70% of the retention oftalent is going to come from the
(50:58):
relationship of the immediatemanager or site leader with the
employee.
So, when we were building thatBaldrige winning organization,
Norman pointed this out and I'malways so grateful because
that's where it's like, Ah, man,Norman, thank you so much, you
(51:18):
know, for pointing that So whenwe're constructing
organizations, we build itaround developing the
extraordinary clinical leader,you know, like the one workbook
and all that because of this.But 70% of what the development,
the morale, the retention isgoing to come from that
relationship. And people willquit if they're unhappy with
(51:42):
that relationship. And they haveto be respected in all kinds of
levels. So we focus on that.
So the question there, ifsomeone were gonna put somebody
in that position, are they aninspiring person? And you think
about the word inspire. It hasmovement, motivation. Motivation
(52:05):
is the job. Get people moving inthe direction of the
organization.
And again, are theyinspirational? Are they
impressive with their life? Arethey living a great life? It's
one thing, like, for to listento some like a therapist tell
(52:29):
you how to live a great life. Itis quite another thing to
actually be in the presence ofsomeone that's living a great
life.
That's what people want. Theywant the real deal, not the near
beer. And that's why we we sexyup the job, we pay us well, I
(52:50):
mean, as richly, for theseclinical leaders because they
are such they're they're 70percenters. And I I actually,
what I like to call themanymore, the 70 percenters,
because that puts thatpercentage into everybody's
heads, and everybody knowsthat's where the bulk of the
training is gonna happen. It'snot gonna come from the process
(53:11):
we just described.
Just think about that. We justwent through this big process,
and that'll only get you so far.And then it comes right down to
that clinical manager thathopefully will say, hey, I saw
your videos in the lab when youwere in transformation. They
(53:34):
were great. Now, I'm gonna beriding along with you for the
next couple weeks or whatever tomake sure that we're doing it
just like they taught you, up inin transformation.
And this is gonna be great. Andso they build that relationship
because they have time. Becausehere's the thing is when people
(53:55):
have time when people are doingthings to high standards. You
know, these leaders aren'trunning around putting out fires
with their asbestos high heelsor whatever. Because, I mean,
it's not like we have a bunch ofservice failures around here.
It's not like we have lowproductivity. It's not like we
(54:16):
have any documentation that'sgoing wrong. So I can do ride
alongs. And now with that said,those things can not happen
unless the compensation we'venever seen a situation where it
is has been achieved andmaintained without the
(54:36):
compensation being wired tothose kinds of results, where
every paycheck tells theemployee whether they're in
standard or not in standard withtheir documentation or
productivity. Therefore, weremove the need for the manager
to have to be the bearer of badnews to say, hey, you're a bad
(54:58):
girl, bad boy.
You know, I mean, that that'sthe feel people get. Instead,
the system does it and sent andand of course it's done with a
non wounding email. It's veryimportant how you language
things. They are alerted, hey,your documentation, patient
whatever, non standard language,whatever it is. And at that
(55:19):
point, the manager's copied onthat, and so they go, hey, I
just know I know you got theemail.
Let me help you be successful inthe Sunny Day system. So it's
more of a white knight helpertype. And that transforms, the
clinical position. And reallywhen you get down to it, are at
(55:42):
MauldiView we are taking thenegative aspects of management
away from the manager. There areenough times still where they
will have to address nonstandard performance.
But the skill that we want inmanager is this: The skill of
doing accountability withoutlosing talented people. So
(56:06):
that's why the systems do somuch of our work. Okay. The last
element of our talent retentionhas to do with life skill
programs. And, basically, thesecan be super spiritually
(56:30):
oriented.
They could be just verypractical things of how to
organize your life better. Itcould be literacy things,
developing better publicspeaking or communication. It
can be broad range of thingsthat are non mandatory. And you
(56:51):
might do it you'll find thatyou've got all kinds of talented
people already within yourorganization since they tend to
be spiritually oriented. Andthey have great things to share.
They have great things to share.Then sometimes you want to bring
in a speaker from outside. Imean, I do that for hospices
sometimes where I'll come in andand and we'll go over stuff,
(57:14):
and, you know, people like that.So life skill, things on a
regular basis. So to me, thosethose are the big things and
that's where retaining talent.
Let's let's go through retainingtalent a little bit more. Again,
the loss of talent is the numberone destroyer of value. This is
(57:37):
why an organization with 25%loss of clinicians or nurses or
whatever cannot have anylegitimate claim to be an
equality organization becauseit's really it's not possible to
lose that kind of percentage andstill be equality. Like you
consider like you lose a greatsuper leader in the
(57:57):
organization. Well that's agreat multiplier.
Hard to replace some talents.Okay. We already talked about
the central demographic ofhospice people. They're
attracted to this work seekmeaning, purpose, spirituality.
(58:18):
Again, we don't want to seeturnover greater than 10%.
That normally means that anorganization is not serving up
the spirituality. And so when welook at the outliers in our
hospice world, you'll noticethat all of the elite
(58:39):
organizations that have beenthere and have remained there,
They all have this spiritualDNA. For example, the most
profitable hospice we have rightnow has a profit margin of 47%.
You know, and I say that andsome of you are probably
disbelievers and say, Well,that's not true. And when I
(59:01):
first heard this, I actuallydidn't believe it myself except
for we had actually helped themfrom their very first patient.
Anyway, they heard aboutMultivulan, so we helped form
them. And and they were justusing MBI practices, and and we
could verify every number theyhad. I mean, they did magic, and
(59:25):
this is a, you know, out west.And now, I mean I know their
census is way over a 100 andsome percent, you know, growth.
Of course, you know, just westarted doing magic with them.
And I think their sense is about60 something or whatever, now
(59:45):
it's like 200 and whatever. Andthis is where they're I mean
there's more blades of grassthan there are human beings. And
it's like, oh my god, how do youdo this? Okay. So what we're
really talking about is thisintentional creation of the
workplace is how you're gonnaretain people, and one of the
most underutilized ideas inthose organizations.
(01:00:11):
Okay. So hospices in the ninthpercentile have these highly
spiritual cultures. This is theunobvious factor in these
successful hospices. And, yeah.I mean, there's just all kinds
of things.
I've already pointed out foryou. I'm not gonna go through
(01:00:32):
all of these. But, you know,just practical things that
people can do to advancepeople's spirituality. Just
start out by being a decentperson. I mean, when if you, you
know, if you borrow someone'slawnmower, return it.
And yeah. Or a book from thelibrary. Or if you say you're
(01:00:54):
gonna do something, do it. Imean, write it down if you need
to, but don't forget, You know,and all that. Commit yourself to
seeking the truth for its ownsake.
And this always involves lettinggo of pride. A lot of times it's
the pride in even beliefsystems. You know, I'll just say
this. Don't know what it hit meone day that I had to get really
(01:01:17):
even beyond my belief systemsand how I how I perceive the
world and really really loosenup. And that was great, you
know, great liberation becauseagain, life is kind of beyond
language.
It's experiential. I mean, we'vegot a definition of what an
apple is, but you can't eat thatdefinition in Webster's
(01:01:40):
Dictionary. Or you can just tryto describe it in language, but
that's still an abstraction.Whereas real living is touching
that apple, looking at howbeautiful it is, actually
tasting. There are so manypeople that eat that never taste
their food.
(01:02:02):
That's the stuff that can betaught as we increase people's
consciousness levels. And andwe'll we'll talk about that
later on. Surrounding yourselfwith beauty, the work
environment with beauty to thedegree that we can. Again, and
just directing our intention, orI'll say spiritual goals. Like
(01:02:24):
right now, I am so working on onwell, I'll just tell you,
unconditional love, which again,it's a calibration of five
forty.
And, you know, I definitely dropout of that sometimes where I
get into being critical. Hell,sometimes I'll go clear down to
150, which is I don't wanna saythat's anger, but because I
(01:02:47):
really don't. That is just so sorare at a certain point, but we
all are kind of thisoscillation. But, you know, you
start to go to set things likethat as a spiritual goal, the
whole world will start to becomerecontextualized, that you lose
(01:03:07):
your hostility towards anything,your criticalness. You really
get to a place of forgivenessbecause, you know, we realize,
you know, that basically anytimethat you have anger, it's a
result of lack of humilityusually, or or or pride or
whatever.
You start to see everybody asinnocent actually believe the
(01:03:29):
Nazarene when when, He said,forgive them for they know not
what they do. You know, perhapsthe greatest thing about human
beings with five senses tointerpret the world is that we
are ignorant. Then how could itnot be that way with an infinite
universe? You know, gratitude isanother thing that surfaces when
(01:04:00):
the thing is, you kinda knowyou're going there's a
directional correctness as faras in spiritual paths. And I'm
just kind of throwing outfeatures or things that where
you kind of know you're gettingthere, you know, and that's kind
of that path of enlightenment,and again, which changes the
(01:04:24):
worldview, obviously yourexperience of it, your degree of
happiness, it goes up.
Again, we'll take a look at thismore. Yeah. Anyway, that's it.
Other practical tools inspirituality. Intuition.
How do you develop intuition?You know, that's something
(01:04:46):
there's this inner promptingsthat we all have. Again, we
don't know where our decisionscome from. And the fact that
most talented clinicians, forexample, can go into a nurse or
a patient setting and somehowsurmise, Oh, we got, you know,
whatever. There's been adisruption in the force.
(01:05:06):
There's been, you know,something's going on here.
Relaxation tools, you know, howdo you use like anchoring
techniques and things like that?So if you come out of a
frustrated patient visit, how doyou take yourself down to a
relaxed state in moments just bylearning some tools and all
(01:05:27):
that? I mean, are practicalspiritual things. Essence, you
know, how to really tune in withthe most authentic you rather
than the programming that hasbeen done by society, you know,
and the rules that you need tofeel bad about this.
Well, maybe you don't need tofeel bad about something. It
just could be a projection ofvalue. That's not your value
(01:05:47):
anymore. You know? You know,energy.
Just really understanding I'lljust say this. I think that we
live in an electromagneticworld. We have poles. We have
North pole. We have South pole.
What do two poles of magnet do?They cause movement. And all of
(01:06:09):
life seems to be movement changeor changements. I like that. Or
even the desire for progress orto get better or improve are all
movement when you really thinkabout it.
Because what? We get bored withthe same. I mean, we may like
(01:06:30):
the meatloaf dinner, but man, wedon't want it like all the time.
I mean, we like puzzles. We likechallenges.
You know, we want to mix alittle of the dark with the
light. Know, I mean, you know,there's a naughty side and nice
side and being able to reconcilethose things. When I say
naughty, that's anotherprojection of but you know what
(01:06:51):
I mean. You know? I mean, justlike a diet.
I mean, there's times when it'sjust totally right to pig out
and not feel guilty about it.You know, but to be free, you
know? Just going to All this isagain how we experience
simplicity. How much is enough?Money.
(01:07:11):
What is the spirituality withmoney? The heart. You know, I
mean, what what is this thingthat's that's inside of us? Is
it connected to mind?Creativity.
How to do that? I'm I'm doing aworkshop at like the Monroe
Institute in December. It'swhere they have all the
scientists and all that andstudy the brain waves and all
that. And we're doing some jointventures with them. But again
(01:07:36):
because all you know, you usedto like hemi sync or some of
these mind technologies.
Well, I've made millions ofdollars and built the studios
and all this stuff from goinginto these in between states for
prolonged periods of time, butthen somehow being able to come
out of it and retain it. That'sthe the hard part. And then, you
(01:07:57):
know, you write it down, butthat's where I had, like, the
vision. It's after my sonpassed. And it said, basically,
I was using a Hemi Sync and itput me in this altered state at
like 05:00 in the morning and Isaw a studio and kind of a voice
said, but not in a voice, it wasmore of a feeling that build
this studio, people will comefrom all around the world, and
(01:08:21):
you will have these hit records.
Well, boy, if that hasn'thappened. Boy, if that hasn't
happened. And, anyway, I thinkthe thing is, the other thing
you can do with this stuff isyou can make very memorable
events, you know, that truly dochange people's lives. Happiness
(01:08:46):
is a topic. How do you get morehappy?
All that. So there's just somegood examples.
Speaker 1 (01:08:55):
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
(01:09:16):
competent real person. Thank youfor listening.
Creating the perfect company from the organizational
experts MultiView Incorporated.This content is based on MBI'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):
So, I'm just breaking down. We're screaming for
comprehension of vision values,technical competencies, cultural
fit with extreme emphasis onaccountability. Come join us.
Again, these people tend to bemore motivated than other
people. They do not have greatfear of taking tests and being
(01:34):
accountable.
They're more likely to belifelong learners. They they
know how to work a computer,and, we got some indication of
their communication skills. Andwe also have a good idea about
their professional judgment, youknow, and, and all that. And
(01:55):
there's a whole slide on HRpractices. Use compensation to
smoke out people that areunwilling to bet on themselves
in the organization.
Use compensation to attract andretain the most talented people.
Again, don't hire people thatneed to be managed. Use videos
(02:15):
when hiring people. These arekind of HR ish things. You know,
hire people that naturally dothe behaviors to be successful.
Basically, their defaults arealready identified. Positive eye
contact, energy level, voice,tone, all that. Determine ways
to locate talent alreadyemployed in the organization
(02:36):
without input from the immediatemanagers. This is where you get
to know them. And I'll just goahead and skip ahead here.
We want at least two videos onevery employee. Every employee.
I don't care if we have 10,000employees. We want a video of
everybody. The first isteaching.
(03:00):
What have they they taught well?And and, you know, just two or
three minutes long. And that'shoused in HR. And then we want
another video of them explainingaccountability, because
accountability or awakening orenlightenment or liberation,
however you want to phrase it,is such a valuable topic and so
(03:27):
we want a video on that. Whatdoes this allow us to do?
That means that in a rapid or ashort amount of time, if I have
a need of a leader, or put thisway, if I know this, have this
knowledge, I can say we need tokeep our eyes on this person.
They got leadership, but theytaught so well and all that. We
(03:51):
need to perhaps put them on theleadership track. Or if you have
you lose a wheel due towhatever, you can quickly
determine the talent you have inthe organization based on these
videos. And we can avoid whatI'll call the Pete principle.
This is all in the book, by theway. What is the Pete principle?
(04:12):
Well, the first CFO that Iworked under directly as an
accounting manager, his name wasPete. Pete was a guy that got
riffed out of some hospitalsystem or whatever. And I
remember him making a statementto the executive leadership team
that, You know, Andrew's reallygood and if Andrew works under
(04:34):
me for a decade or so, he mightend up being a pretty good CFO.
Well, I had his job in sixmonths because some things went
so wrong and me not knowinganything about what I was doing
just did some common Midwesterngood values, seems like a good
(04:56):
and that's why we got thesedifferent pay systems and stuff
that had never been done inhealth care. And we just
rocketed, and so I had his job.But here's the point with the P.
T. Principle.
Your immediate supervisors orleaders would hold down your
(05:20):
most talented people and theycan't help themselves almost.
How can you say such a thing,Andrew? Why? Here's how I can
say it. How many times has aclinical leader or a site leader
said, you know, that person,that nurse, that social worker,
whatever, should have my job.
(05:45):
No. They're so talented theyshould be managing me. How many
times do you hear that? There'sthe giveaway. So therefore, as
an operational practice, youwant to have all these videos
that you can rifle through thathave to be looked at or reviewed
by a level or so or a levelabove that immediate manager to
(06:10):
identify your talent, especiallyin the leadership ranks.
Again, we've got a completesystem on this. Normally people
have to work at the organizationfrom twelve to eighteen months
in order to actually get that,but you can start to say, you
know, that person's going towork out pretty well. But we
(06:31):
rarely bring in people from theoutside because they're just
going to break our business,basically. Because if you don't
train them, they come in unlessyou need a change agent, that's
a whole different deal. But ifyou bring in Billy Bob, what's
Billy Bob going to do?
Billy Bob is going put in theBilly Bob system and everybody
working for Billy Bob is goingto try to be a hero in the Billy
(06:53):
Bob system and Billy Bob isgoing to decimate your systems.
And guess what? Billy Bob isinnocent. He's just doing Billy
Bob just like T Rex is doingwhat T Rex does. That kills
stuff and rips stuff up andthat's what T Rex does.
So there's no sense indemonizing T. Rex or Billy Bob.
(07:14):
But if Billy Bob had been partof us for twelve to eighteen
months, they go, okay, here'show they kind of make decisions
here. Oh, high integrity. Okay.
We're gonna follow through.We're gonna communicate well.
We're gonna do all these things.Be sensitive to people's
feelings. You know, what whatwhatever.
Then Billy Bob has the settingfor success. But then he set his
(07:38):
team has to produce thatcontribution margin financial.
We're not gonna tell him how toget there. I mean, we'll help
him, but he's just managing thatresult. How he gets there is
completely up to Billy Bob.
He's liberated. Okay. Okay,think we've got most of those
(08:06):
things. So HR, quite a bitthere. Competency tests, phone,
all that.
Again, when you think about theproof of a person's ability to
to teach, again your videos, thevisual look, clothes, body
language, facial expressions,tone of voice, projection,
(08:28):
confidence, lack of confidence.Is the person interesting? Do I
want to listen to that person?Does the person have a command
of the material? Do they knowtheir stuff?
Are they organized? Are theynote takers? I don't hire people
that are not note takers becausethey just might have the smart
person, and I realize they'rejust gonna get 10% of what
(08:50):
you're talking about normally.What's their body language? Does
it match the presentation?
There's all this stuff that yourvideos will tell you or when you
see the people in person. We donot on these evaluation phone
(09:11):
calls, we don't do a Zoom call.Some people may say, Well, we've
got Zoom now. Let's do a Zoomwith that person. No!
You don't want to see the personbecause what happens is when you
got them on the phone, thatvisual will override the voice.
(09:31):
Because again, when I say 85 to93% of communication is
nonverbal, you will override thefeeling on the voice. Whereas if
you just have the voice, yourmind starts to put together the
picture already because youthink in the work in terms of
pictures. Like if I say the wordchair to you, guess what? You
(09:53):
think about a chair.
If I say table, you think of atable. If I say green elephant,
every one of you couldn't evenhelp themselves but think of a
green elephant because we thinkin pictures. But since most of
the care is going to be done viatelecommitted means over the
phone, how do they come off topeople? That's why you would you
(10:17):
would never do a Zoom for aninterview, not an initial
interview. Later on, maybeincorporated.
Okay. Already talked about that.And then the interview itself,
what's accountability mean toyou, situation that has to do
(10:38):
with that, and then that video.Sign this release form. There's
one in the book that you cantake.
Sign this because you don't wantsomeone coming back later on
and, you know, whatever. So Andthen the offer has to do with
compensation and what's thatlook like? Before you're fully
(11:00):
part of us, you have to becertified in all areas
applicable to your workincluding phone skills, visit
structure, how meetings are run,Sunday language, master teaching
methods and other things. Wewill evaluate you for a ninety
day period to make sure thisrelationship is working and that
all standards are being adheredto. And by the way, here's
(11:25):
access to Sunny Day's selflearning modules.
We'll see you in, I think it'sfourteen days. Good luck. Okay,
get this. Okay, this is key.This is leading us to the next
section.
Basically, you got through theinterview process. We're gonna
hire you. There is aprobationary period. We'll see
(11:48):
you in two weeks. And then westart transformation, because
again you want to get away fromorientation and all that.
Okay. As a person knows that youhave a high accountability
culture and that you test, whatare they going to do? They're
(12:11):
gonna dig into the self learningmodules. And here's the thing,
these people will come intoclass before the first day of
class and they will knowapproximately 60% of the
material before class. Andthat's an excellent situation
because at that point we're inthe reinforcement of knowledge
(12:33):
or learning phase right from theget go.
And we found this out after,again, I've trained nearly
10,000 clinical managers. And wefound this out that when they
knew they had two or 300question test that they had to
get perfect on, man, they werestudying on the plane ride, the
(12:55):
air, and just getting down withthe material because there's a
lot of numbers or a good amount.There aren't that many numbers
really when you get down to it,but they had to be familiar with
and know it. We'll see you infourteen days. Here's access to
(13:16):
our Relia system and our selflearning modules.
And then they will already comein already knowing. So, now
we're going to talk about theTalent Development Process or
the Talent Liberation Process.So, we've introduced the self
(13:38):
learning modules already withour offer letter, offer box,
whatever. Next, I have the CEOor some prominent person in the
organization basically runthrough vision values,
proprietary methods, you know,how we do things. This is kind
(14:03):
of the overview of the company,but we want this to have the
real, that energetic and allthat.
This is what this is about. Iwould even do this before
technically people fill outcertain forms and things like
that. You might have a few froma legality that you may need to
get assigned, but I wouldminimize that time and get right
(14:26):
into it, and then if there'sother things you can complete
later on at the end of the dayor what have you, take care of
some of those things later. Butyou wanna get into this selling
of the vision values andprinciple ideologies. And you
want this in a live setting.
Now with this said, pandemic, alot of folks went away from live
(14:50):
and lots of Zoom. I'll I'll justit's for a lot of organizations,
it was a mistake. Though we canget tremendous amounts even
doing this virtual thing. Imean, no question. God knows how
how much I learn.
I mean, I take about 12 collegecourses a year. That's just my
(15:12):
DNA. I love learning. A lot ofit's about human behavior,
history. I'm pretty pragmaticabout life.
Don't about the only fiction I'minterested in is sci fi because
that has to do with the future.Where am I getting a lot of
(15:32):
this? Well, just repeatedexposure to the material by
listening to the lectures, youknow, watching the lectures,
great value. So that's whatwe're doing here. Tremendous.
The fact that you can watch itagain and if you need a link, I
mean we can get you oneafterwards if you want to go
through sections of this. Butwith that said, there's no quite
(15:55):
substitute for actually bringingpeople in to presence of the
teacher. Because I'll just saythis, we learn as much from
osmosis, being in the energy,the vibration, of that teacher,
(16:16):
especially if they've developedto a certain level, that just
makes it very very impactful.And when we're at the
mountaintop and we're looking atnature through the big windows
and all that, there's anexperience people know it's
special time, and that I've gotan opportunity to transform my
(16:40):
life right now. And, let me justdescribe one of the greatest
organizations ever to be on thisplanet as far as relatively
modern organization, and thatwas Arthur Andersen, which was
(17:04):
founded at the turn of thecentury.
And they were the greatestaccounting and consulting firm
in the world for many years.Arthur Andersen's integrity was
so much when they would auditfinancial statements, that is go
through the transactions andwhat have you, to basically say
(17:24):
that these financial statementsand which loans and all that
would be provided based on. Likethere's one time there's a
slight issue with an audit theydid with the defense contractor,
and all they had to do is changesome commentary or some language
(17:47):
in the audit. And ArthurAndersen just leans back in his
chair in Chicago and says, Thereis enough money in all of
Chicago that would make mechange that for you. We said
what we mean, and we mean whatwe say.
And that signature of ArthurAndersen on those audit
statements was more valuablethan any other signature in The
(18:12):
United States, on the bottom offinancial statement. This is
where integrity and highstandards mean something. It's
just this I've tried to operateby the same thing. I will not
work with bottom feederorganizations, hospice workers.
I don't care how much they'retrying to pay us.
Speaker 3 (18:29):
Did you know they were a world's best teaching
organization, too?
Speaker 2 (18:32):
What's that?
Speaker 3 (18:33):
Arthur Andersen.
Speaker 2 (18:33):
Oh, yeah. Yeah. And that's what I want to describe
is basically the way Andersendid it. So how do they train
their people? Okay, well theywould fly everybody or bring
everybody to Chicago and guesswho would teach the course?
Arthur and his all star faculty.And they would personally go
(18:55):
through the methods, visionvalues, methods of Anderson.
Here's how we do it. We use ared pencil here. We tick this
off here.
And and people are just chargedup. And when they they had a
hiring profile, so HR people,they had a hiring profile. What
were they looking for? Young,impressionable. Kids first to go
(19:20):
to college, kids that had toovercome great obstacles in
order to get to college and fromthe Midwest.
It was one of those things. So Ithink that's six things. Young,
impressionable farm kids fromthe Midwest, first to go to
college, had to overcome a greatobstacle. I guess that's for me
(19:42):
it was five or whatever, me andthis one, but I'm only an
accountant. So, again, if youcame from like wealthy family or
they wanted kids that had thestruggle and they were so proud
when they got through thisrigorous training, That even
(20:02):
when they went out to work as aCFO for different major
corporations, which is a verycommon thing in the accounting
profession.
When you do their audit, youalready know their systems and
all that. Guess who they use fortheir auditing firm? What do
people that you know, some ofthe folks that have did
different things with MultiView,I mean, who do they use? They
(20:23):
use MultiView. Or some people gofrom one place well so there's a
lot to learn from the ArthurAndersen situation.
Now here's the problem. Becausewhat happened? I mean, they went
(20:46):
out of business at a certainpoint. Why? Because of Enron.
Because of bad accounting, badaudit practice, whatever. What
went wrong there? Here's whatwent wrong. Arthur died. And
then the smart guys said, Youknow, Arthur is a little old
(21:06):
fashioned.
We could do better here if wekind of relax this standard, or
we don't do this, or whatever.And so it's the gradual
deterioration of values thatcauses things like Enron.
There's the demise. And and partAnderson still exists, the
(21:31):
consulting wing. Was itAccenture?
Yeah. I think it was just agreat one. So there you go.
Okay. So we got our ArthurAndersen leader or whoever in
the organization.
I like it to come from the topthough, if possible. I realize
that we got places and you'respread out all over the country
(21:55):
And there are ways, you know,that you can do it, but there's
still no substitute for, youknow, that personal experience.
Anyway, and there's things thatwe can suggest for those really
really large organizations thatare doing that. Okay, so then an
overview of your Sunny Day Modelor your organization, how it was
created, the patient chair,which we really haven't got into
(22:20):
that much, but people understandhow we're doing everything based
on the feelings and emotions ofpeople and all that. How they
can access resources, whataccountability means, all the
measurements that we use.
I was going to say, here's abreakthrough and this is not in
(22:41):
the manual. Okay, we used tohave the All Staff Manual Which
basically Well, anyway, there'sone there, I think. For all
staff. And really the all staffmanual, think about it, is kind
of a dumb down. It's like, well,you know, frontline clinicians
(23:05):
and stuff don't really need toknow what a manager And so we
said, Well, why not?
Why not? So, best practicebreakthrough is we have one
manual, the ExtraordinaryClinical Manager. This would be
workbook seven that we use fortraining everybody from
(23:29):
frontline to managers. In fact,you can even replace, I'll say
RN or really, you want to lookat maybe I should say it more
like this. All your cliniciansshould probably be viewed as
extraordinary clinical leadersbecause they're leading people
or teaching people, leadingpeople through an experience,
the experience of of the deathprocess with which we are most
(23:52):
familiar.
And we can only afford to havethese extraordinary people.
Okay. So what's the value? Firstof all, it simplifies things
because you only have one manualto keep up for the organization
or at least the primary. I'm notsaying you're not going to have
supplementary.
People learn all the metrics,how they're measured. They
(24:16):
understand why we use thesemetrics. So, right there you
kind of disintegrate The Usversus them, the corporate
versus clinical divides thatexist in so many organizations.
And also, if all cliniciansunderstand the job of the
(24:40):
clinical or site manager or teamleader, they can hold that
leader accountable. Think aboutthat.
They can say, That's not how werun a meeting at Sunny Day.
That's not how we do a visit. Itsays here, This is how we do it.
(25:02):
But your written manuals are socritical because, again, you
don't want that oral narrative.People are only going retain
about 10% of it.
You need it written so that itcommonizes, commonizes the
knowledge for everybody and alsoprovides, again, this mechanism
(25:22):
for self learning. Yourtrainings again are a joke
without written comprehensivemanuals combined with testing
for evaluating student learning.Anyway, that's a breakthrough.
(25:45):
It's not in the book, but it'ssomething we're using at
hospices right now. Okay.
So we got the vision overview ofthe model, and then we go into
perfect visits or perfect I'msorry. Perfect phone
interactions. The reason we doperfect phone interactions there
(26:09):
is first of all, people arecrappy on the phones. I mean, we
serve, you know, or get hundredsand hundreds of phone calls even
a week, you know, from hospices.And Nancy, I mean, I'm not
without trying to we're nottrying to take a dig at anybody,
but what do you experience whenyou're calling up hospices?
(26:32):
A
Speaker 3 (26:33):
huge variability of service, but rarely is it
excellent.
Speaker 2 (26:39):
Yeah, rarely is it excellent. I think that's the
key point. When we find that ifwe expose people to two or three
hours of training on that topicalone, the quality will go up
about 70%. And there's a veryspecific way about how to how to
do that. We've got a lot ofmaterials on on this and there's
(27:00):
even more being being created,but how to be extraordinary on
the phone.
Again, call Malibu. They enjoythe hold music, for example. The
hold experience that they ask meput back on hold. I always think
that's funny, but that thathappens frequently. Or do you
(27:21):
not find that just hilarious?
I
Speaker 3 (27:23):
I there's one person in particular who's rather
prickly that I I had worked withwhen I first started working
here, I worked with her quiteextensively. And one day, I put
her on hold for some reason, andI came back from the hold, and
she was a happy person. Like,she wasn't prickly anymore, and
she commented about the wholemusic, and I thought, note to
(27:44):
self, Nancy, always put her onhold.
Speaker 2 (27:46):
Of course. And everybody's going, what what are
they talking about here? Here,we put all kinda old TV show
themes and even commercials andall that. And all I know is that
no matter what, that projectshappy times usually are images.
Like if suddenly, you know, thetheme from Mary Tyler Moore, you
(28:06):
know, who can turn the world onwith a smile?
Who can make a sunny day?Whatever. Anyway, and suddenly,
you know, you're back at mom'shouse on Saturday night in
popcorn or or or whatever yourroutine was.
Speaker 3 (28:24):
It's a connection too. It's all of a sudden now
you're talking to somebody whohas experienced the same thing
you've experienced, not just thelady that I call an MBI when my
checks won't print because Yes.Whatever reason. And so it just
softens people.
Speaker 2 (28:38):
Yeah. And also we're hit you're you're conscious of
the demographic you're hitting,but it's different. Okay. But
we're doing that memory thing.So, again, three or four hours
we can we can increase people'scompetencies on the phone.
Very small investment. Big, bigreturn. Then we go right into
(29:03):
the perfect visit with perfectdocumentation. And so when you
think about this, these othertopics, they don't take days. I
mean those are just, you know,an hour, half hour, you know, a
couple hours and then boom!
We are right in the perfectvisit, And which is really the
(29:24):
guts of the whole thing becausewe know that focusing on that
again is gonna solve virtuallyevery quality and financial woah
in the organization. And youmight spend a couple days on
this, you know, two, three days.With existing organizations,
sometimes we can do it in two orthree half days, you know, get
(29:46):
people trained up in it. We wantthis to be really, really
impactful They're going throughthe labs and right then they're
just blown away. So, you know,the very best lab situations
that you can put together, youdon't always have to spend lots
of money on this stuff.
I mean we can do it with acouple blow up dials and a
(30:08):
couple speakers, but you knowyou do as good because and you
make it as special as you can.Then, basic documentation is
taught, and what we teach, youknow, just is really how to
document slow decline. So we'realways referencing the start of
(30:31):
care with whatever is happeningnow. To do that, you have to
break the habit of clinicianswanting to document just what's
happening on that visit. That'sincorrect documentation.
We're always referencingfunctional decline, whatever
(30:52):
with the big picture view. Andthen also tell me how grim it is
because the goal ofdocumentation is obviously, yes,
we want to communicate to ourteam so that we can provide this
coherent, integrated,interdisciplinary experience,
but we also want to make thefolks at the FI in the 10,000
(31:14):
cubicles there puke when theyread our chart. That is we want
to impact them emotionally. Wewant to make them feel sorry for
this patient's situation, evenpointing out again just how long
it takes to do normal function.And so, you know, you really,
(31:36):
and we just go through theentire documentation thing.
We do not have any problemgetting clinicians to document
at the point of care. It's a nonissue when people teach it well.
And also when you sensitize yoursystem that we know that if
you're documenting at night andthat boom, your paycheck is
(31:59):
automatically hit. Because,again, documentation has a
deterioration rate of frenchfry. Over 70%, again, of the
details of the documentation arelost in only six hours.
That's according to anAllscripts study years ago. So,
anyway, but you just cover allof that and how to write a great
(32:20):
note. You know, so therefore, inthe teaching environment, we're
thinking about increasingpeople's capacity to communicate
or literacy even. What is a goodnote? What's too much?
What's too little? It's thatwritten narrative. And when
we're doing magic engagements,one of the first things we get
(32:42):
going is perfect documentationand we request for charts. We
say to people development oreducation or whatever, bring me
a perfect COPD chart. Okay.
No, no, we don't have a perfectCOPD. How about a CHF? No, don't
have that. A dementia? No.
(33:03):
How about like some genericcancer, lung cancer, whatever?
Don't have that. And then youlook at them with your steely
eyes and you go, how in the helldo you expect any of your
clinicians to document well whenyou can't even produce a chart.
(33:25):
And now I'm talking aboutwritten charts, not just on the
computer, though on the computeris one thing, but that has those
written out and show that slowdecline. And even providing
people cheat sheets of languageso they don't have to be using
the same phrases over and over,but very emotionalized language
that they can use so that whenthey're in low energy states,
(33:45):
they can document well.
This is high value peopledevelopment stuff I'm going
through right now. It could bethe business the difference
between you being in business ornot in business or owing
millions or hundreds of millionslike San Diego back after an OIG
audit. Okay. Revolutionarybereavement might talk about how
(34:12):
we're doing things way differentbeyond cognitive things, going
into much more experientialthings induced by technologies
that our hospice may use and allthat. The business of hospice,
we teach the numbers so thatthere's no confusion about what
we're measuring, why we'remeasuring, and we really wipe
(34:36):
out that divide between clinicaland admin by everybody being
taught it.
Computer curricula, disciplineor specific discipline
breakouts. Then clinicalmodules. Okay, in the education
(34:57):
area, the visit structure, ofcourse, is not clinical. Meaning
that it's not wrapped up inclinical skills. It's the reason
that I or so many multi viewpeople or whatever can we teach
the visit structure all over theplace because it's not clinical.
(35:21):
It has to do with creation ofthe feeling for the patient and
family. Being sensitive to that.All of your clinical skills are
taught in separate clinicalmodules or self learning
modules. How you do your woundcare, how you do breakthrough
(35:44):
pain, how you do a catheter in aLa Z Boy. I mean, whatever
you're into and what you feellike is a skill that they need
to know, those are separate andthey will change over time.
Like wound care, like, you know,hey, let's get out the blow
dryer after we do that. I mean,these are, you know, now it's
like we don't need that. I'mjust saying it changes. And when
(36:06):
you have this more modularapproach to it, it allows you to
innovate and put the mostcurrent practices in your Elias
or your self learning system.And I'll just say this, whenever
we make these, sometimes weconcentrate on the visuals of
how to do that clinicalpractice, but just as equally
(36:27):
valuable is the audio.
So by ripping, the audio fileoff that and putting it into
mp3s or CDs or whatever you haveto do so that people can
actually play them in the carWhere they can just temporarily,
you know, not listen to ACDC orwhatever they're into. And they
(36:48):
can listen to this whatever bestknown practice or practice that
you're trying to teach, whetherit's perfect visit documentation
or clinical practice. And youthink about that, once they have
actually seen the visual, whatplays in people's mind? The
actual thing. Like like, youknow, Gone With the Wind.
(37:10):
If you've seen it one time or,you know, maybe a few times,
let's say one time, and then youlisten to the audio, suddenly
that whole movie plays out inyour head. And that's what I
mean. Your mind works inpictures, and that's why that 85
to 93% just really indicates,hey, my mind works in feelings
(37:32):
first and pictures, and that'show my memory is created. Okay.
Again, kind of the outcome wewant is that staff want to
(37:54):
believe that they are talentedand are well trained and we must
transform this desire from awant into a certainty.
And let's just go through this.What is the sequence to use here
(38:14):
to develop people, especiallywhen there's large scale
retraining that needs to takeplace. You want to move to the
model, let's say. I got a lot ofemployees. How do I pull this
off?
And I'll probably go throughthis pretty quick. If you go to
page 173. First of all, you haveto train yourself. So that CEO
(38:35):
needs to understand the model.What are we doing with this?
So instead of the chief teachingofficer. Then, we want to make
sure that the manager or leaderof people development is a Wow
teacher. When I say a Wowteacher, it's like commands that
(38:56):
attention, has experience,interesting, all that stuff.
Then obviously, we train ourmanagers because a manager is a
multiplier. And untrainedmanagers will defeat you.
Or let me just say this, nonbelievers will defeat you. So,
(39:17):
could have the most manicured,miraculous, transformational
training experience. Train themup perfectly and then they go to
the site. And if that manager orleader goes, well, I know how
they taught you up at corporate,but let me tell you how it's
done in the real world. Theywill just have just defeated
(39:40):
you.
So you gotta have thesebelievers. That's another reason
you gotta have these folks thathave been with you for eighteen,
or, you know, twelve, eighteenmonths or whatever. And then
then we train our best staff,usually in small groups. I tend
to your a players, you mightcall them. Normally, we'll we'll
train them in groups of four,five, six, probably is about the
(40:02):
most, because you want to haveenough individual, but if you're
training your very best people,they got the greatest attitudes,
they're the easiest to train,they're your bright cookies.
And even if you screw up in yourinitial trainings, they're much
more forgiving. And they'llactually say, hey, this might
even be better. You know, butthey're the people that just
(40:23):
mature folks you want to workwith. And then you start working
through your B and C levelpeople and then you find that
you don't even need as manypeople as you have. Most
organizations think they don'tlike HR.
We got all these open positions.Well, you may have some critical
open positions or whatever, butwe find that most hospices are
(40:45):
overstaffed just because thestandards are so low And so they
have to have all thisredundancy, you know, all kinds
of things there. Anyway, sothat's the way we kind of again,
you don't even have to worryabout your D level folks because
they're not going be workingwith you any they're going to be
(41:06):
working for your competitors. Itwas where they should be. So
with that said, it's pretty muchlunchtime and, you know, let's
go ahead and take our half hourand eat our lunch and then we
(41:26):
will reconvene and keep goingthrough the system.
So we've been through, again,talent attraction, talent
selection. We're working on thedevelopment. That's where we're
going to spend, you know, somuch more time even after this,
but we'll be hitting how do youretain these people, that last
(41:49):
process. So, let's go ahead andhave lunch everybody. Welcome
back everybody.
Hope everyone had a good lunch,pizza or whatever. That's what
(42:12):
we did, so it was delightful.And so we're talking about
people development, but againyour cornerstone concept that
you will try to adapt or thepattern that you'd want to adapt
to most of your peopledevelopment initiatives would be
(42:32):
System seven. Again, because iteliminates, it makes it
impossible for there to beknowledge deficits in the
organization. It also hits onmost of the modes in which human
beings learn.
Probably not so much the senseof smell and stuff, but
definitely tactile and visualand auditory and all these
(42:56):
things creating, you know,sensations. And again, we'll hit
that a little bit more later on.The other thing is that in our
manuals, if we take a look atpage 175, in people development,
I think there are, again, theseadditional considerations.
Literacy. What levels ofliteracy are needed in our
(43:19):
organization?
And, again, you wouldtechnically establish that by
positions and all that. Youknow, you think about the idea
of liberation or selfactualization or self
realization. Well, so much of ithas to do with education. And,
(43:44):
you know, like if someone wantsto liberate themselves, for
example, economically, normallythe path will begin with some
sort of education, whether it's,you know, from school, formal
schools, which in some places,you know, if you want to be a
CPA or some other professions,you know, that is mandatory, You
(44:08):
know, others, you know, it'sit's real world aligning
yourself with mentors. And Ithink you do, the latter no
matter what.
People that have actually doneit and are people especially
people that are not alwaystalking from a theoretical
position. But rather, hey, youknow, they've been in the
(44:30):
trenches and all that. Butliteracy and one of the things,
again, in promoting life skillsis getting public speaking. And,
you know, that will changepeople's lives right there. And
you think about like the video.
Well, the reason we use video somuch because, you know, there's
(44:53):
people don't always know howthey come off to other people.
They're quite oblivious aboutthis. And suddenly, oh, is that
you? Yeah. Is that you?
Is that how I really look? Oh,yeah. That's how you really
look. And suddenly all kinds ofself correction enters the
consciousness of this personthat was oblivious of how they
came off to others. And,amazing, things happen there.
(45:18):
And so we'll talk a little bitmore about that later. But, you
know, note taking. Again, acritical skill. I normally don't
hire people that don't takenotes. There's so many practical
topics that can be taught whenyou're developing your talents.
I mean, for example, I mean, Iknow people have all their
technologies and stuff. One ofmy secrets is what? A clipboard.
(45:45):
I have a Word document that Iupdate every morning and I with
everything I want to do and thelist gets gets long as if you
don't fulfill certain things,but I'm always prioritizing it.
What is the highest good themost important thing?
And so you have it there thatyou can always reference in low
(46:09):
energy states or high energystates. There it is right before
you. Feels good to take thingsoff the list, but you're
reshuffling it, but it's it'sright there. Because people
always say, Andrew, you know,you're involved with all these
companies and and enterprisesand and just, and this is stuff
(46:31):
even outside of multi view andall that. How do you keep it all
together?
Okay. This is a skill. It's askill set, and I don't know who
I imitated, but that's worked.You almost always will see
Nancy, you always see me prettymuch with a clipboard. It's kind
(46:51):
of weird, probably.
It's like, man, he like hasmarried that clipboard. And, you
know, some people can do youknow, try to do it on their
phone and all that. And anyway,that you just have to find
something that works for youthat that is effective. But it's
a that's an example of an IRM,an image recall mechanism that
(47:12):
we'll talk about and is part ofcreating these conditions for
people to be successful.Computer skills, reading aloud,
and by the way, on page 176there is some kind of science
behind learning.
So when I said that you'regetting the effectiveness or the
(47:36):
results that you design in yoursystem, that's where you
reference 10% of the materialwill be retained by a student
that only listens. And then itincreases 40 to 50 listens and
takes notes and what have you.So there's some reference to
that. Okay, let's get into ourtalent retention process. So
(48:00):
this is the fourth process.
And here's the cool thing. Thesame things that you use to
attract talent are the samethings you use to retain
talented people. However, youadd there's a couple other
(48:20):
things that we have to considerthat that that really impact
these, when retaining people.Okay. So why do people stay with
organizations?
Because of the work atmosphere,that inspirational, electric,
spiritual atmosphere that'sbeing served up every day. And
(48:41):
when you really get down to it,it's it's it's pretty logical
thing. This is people get thisis how I'm spending my life. And
in hospice, think about this.Here we are racing towards
death.
We all know how this turns out.We all know how how this turns
out. Why would any thinkingperson spend their life where
(49:04):
there's options of where youwork, like America? Why in the
world would you spend itthrowing your life away in
something that you don't want todo? Doesn't even make sense.
(49:25):
You know, even the idea ofretirement is a strange idea.
It's a relatively modern idea,and I get that, you know, you
may even like your work, butthere's a point where, hey, I
just like to to do whatever, butI think if you're really kind of
in you know, when you should beliving the best life and really
be enjoying what you're doing,to me it just seems like a very
(49:46):
foreign thing. I don't evenunderstand it on a certain level
because I'm living like, I mean,the best life like right now.
And so all these investmentadvisers by which most of them
are very average. You know, thething about this where people
can put their money.
(50:07):
I mean, I seek the most elitefolks there are. And boy, does
it make a difference. You know?I mean, investment people, where
you put it and all that. So thatthat is a real practical thing
that you could do.
I mean, far as to help employeesout. Anyway, so people stay at
(50:34):
organizations for the new life,the environment. They also, you
know, like the super pay, andthe more they do it, the more
confident they get, you know, inthemselves and they see that.
They see that change in theirlife. But in order to retain
people, 70% of the retention oftalent is going to come from the
(50:58):
relationship of the immediatemanager or site leader with the
employee.
So, when we were building thatBaldrige winning organization,
Norman pointed this out and I'malways so grateful because
that's where it's like, Ah, man,Norman, thank you so much, you
(51:18):
know, for pointing that So whenwe're constructing
organizations, we build itaround developing the
extraordinary clinical leader,you know, like the one workbook
and all that because of this.But 70% of what the development,
the morale, the retention isgoing to come from that
relationship. And people willquit if they're unhappy with
(51:42):
that relationship. And they haveto be respected in all kinds of
levels. So we focus on that.
So the question there, ifsomeone were gonna put somebody
in that position, are they aninspiring person? And you think
about the word inspire. It hasmovement, motivation. Motivation
(52:05):
is the job. Get people moving inthe direction of the
organization.
And again, are theyinspirational? Are they
impressive with their life? Arethey living a great life? It's
one thing, like, for to listento some like a therapist tell
(52:29):
you how to live a great life. Itis quite another thing to
actually be in the presence ofsomeone that's living a great
life.
That's what people want. Theywant the real deal, not the near
beer. And that's why we we sexyup the job, we pay us well, I
(52:50):
mean, as richly, for theseclinical leaders because they
are such they're they're 70percenters. And I I actually,
what I like to call themanymore, the 70 percenters,
because that puts thatpercentage into everybody's
heads, and everybody knowsthat's where the bulk of the
training is gonna happen. It'snot gonna come from the process
(53:11):
we just described.
Just think about that. We justwent through this big process,
and that'll only get you so far.And then it comes right down to
that clinical manager thathopefully will say, hey, I saw
your videos in the lab when youwere in transformation. They
(53:34):
were great. Now, I'm gonna beriding along with you for the
next couple weeks or whatever tomake sure that we're doing it
just like they taught you, up inin transformation.
And this is gonna be great. Andso they build that relationship
because they have time. Becausehere's the thing is when people
(53:55):
have time when people are doingthings to high standards. You
know, these leaders aren'trunning around putting out fires
with their asbestos high heelsor whatever. Because, I mean,
it's not like we have a bunch ofservice failures around here.
It's not like we have lowproductivity. It's not like we
(54:16):
have any documentation that'sgoing wrong. So I can do ride
alongs. And now with that said,those things can not happen
unless the compensation we'venever seen a situation where it
is has been achieved andmaintained without the
(54:36):
compensation being wired tothose kinds of results, where
every paycheck tells theemployee whether they're in
standard or not in standard withtheir documentation or
productivity. Therefore, weremove the need for the manager
to have to be the bearer of badnews to say, hey, you're a bad
(54:58):
girl, bad boy.
You know, I mean, that that'sthe feel people get. Instead,
the system does it and sent andand of course it's done with a
non wounding email. It's veryimportant how you language
things. They are alerted, hey,your documentation, patient
whatever, non standard language,whatever it is. And at that
(55:19):
point, the manager's copied onthat, and so they go, hey, I
just know I know you got theemail.
Let me help you be successful inthe Sunny Day system. So it's
more of a white knight helpertype. And that transforms, the
clinical position. And reallywhen you get down to it, are at
(55:42):
MauldiView we are taking thenegative aspects of management
away from the manager. There areenough times still where they
will have to address nonstandard performance.
But the skill that we want inmanager is this: The skill of
doing accountability withoutlosing talented people. So
(56:06):
that's why the systems do somuch of our work. Okay. The last
element of our talent retentionhas to do with life skill
programs. And, basically, thesecan be super spiritually
(56:30):
oriented.
They could be just verypractical things of how to
organize your life better. Itcould be literacy things,
developing better publicspeaking or communication. It
can be broad range of thingsthat are non mandatory. And you
(56:51):
might do it you'll find thatyou've got all kinds of talented
people already within yourorganization since they tend to
be spiritually oriented. Andthey have great things to share.
They have great things to share.Then sometimes you want to bring
in a speaker from outside. Imean, I do that for hospices
sometimes where I'll come in andand and we'll go over stuff,
(57:14):
and, you know, people like that.So life skill, things on a
regular basis. So to me, thosethose are the big things and
that's where retaining talent.
Let's let's go through retainingtalent a little bit more. Again,
the loss of talent is the numberone destroyer of value. This is
(57:37):
why an organization with 25%loss of clinicians or nurses or
whatever cannot have anylegitimate claim to be an
equality organization becauseit's really it's not possible to
lose that kind of percentage andstill be equality. Like you
consider like you lose a greatsuper leader in the
(57:57):
organization. Well that's agreat multiplier.
Hard to replace some talents.Okay. We already talked about
the central demographic ofhospice people. They're
attracted to this work seekmeaning, purpose, spirituality.
(58:18):
Again, we don't want to seeturnover greater than 10%.
That normally means that anorganization is not serving up
the spirituality. And so when welook at the outliers in our
hospice world, you'll noticethat all of the elite
(58:39):
organizations that have beenthere and have remained there,
They all have this spiritualDNA. For example, the most
profitable hospice we have rightnow has a profit margin of 47%.
You know, and I say that andsome of you are probably
disbelievers and say, Well,that's not true. And when I
(59:01):
first heard this, I actuallydidn't believe it myself except
for we had actually helped themfrom their very first patient.
Anyway, they heard aboutMultivulan, so we helped form
them. And and they were justusing MBI practices, and and we
could verify every number theyhad. I mean, they did magic, and
(59:25):
this is a, you know, out west.And now, I mean I know their
census is way over a 100 andsome percent, you know, growth.
Of course, you know, just westarted doing magic with them.
And I think their sense is about60 something or whatever, now
(59:45):
it's like 200 and whatever. Andthis is where they're I mean
there's more blades of grassthan there are human beings. And
it's like, oh my god, how do youdo this? Okay. So what we're
really talking about is thisintentional creation of the
workplace is how you're gonnaretain people, and one of the
most underutilized ideas inthose organizations.
(01:00:11):
Okay. So hospices in the ninthpercentile have these highly
spiritual cultures. This is theunobvious factor in these
successful hospices. And, yeah.I mean, there's just all kinds
of things.
I've already pointed out foryou. I'm not gonna go through
(01:00:32):
all of these. But, you know,just practical things that
people can do to advancepeople's spirituality. Just
start out by being a decentperson. I mean, when if you, you
know, if you borrow someone'slawnmower, return it.
And yeah. Or a book from thelibrary. Or if you say you're
(01:00:54):
gonna do something, do it. Imean, write it down if you need
to, but don't forget, You know,and all that. Commit yourself to
seeking the truth for its ownsake.
And this always involves lettinggo of pride. A lot of times it's
the pride in even beliefsystems. You know, I'll just say
this. Don't know what it hit meone day that I had to get really
(01:01:17):
even beyond my belief systemsand how I how I perceive the
world and really really loosenup. And that was great, you
know, great liberation becauseagain, life is kind of beyond
language.
It's experiential. I mean, we'vegot a definition of what an
apple is, but you can't eat thatdefinition in Webster's
(01:01:40):
Dictionary. Or you can just tryto describe it in language, but
that's still an abstraction.Whereas real living is touching
that apple, looking at howbeautiful it is, actually
tasting. There are so manypeople that eat that never taste
their food.
(01:02:02):
That's the stuff that can betaught as we increase people's
consciousness levels. And andwe'll we'll talk about that
later on. Surrounding yourselfwith beauty, the work
environment with beauty to thedegree that we can. Again, and
just directing our intention, orI'll say spiritual goals. Like
(01:02:24):
right now, I am so working on onwell, I'll just tell you,
unconditional love, which again,it's a calibration of five
forty.
And, you know, I definitely dropout of that sometimes where I
get into being critical. Hell,sometimes I'll go clear down to
150, which is I don't wanna saythat's anger, but because I
(01:02:47):
really don't. That is just so sorare at a certain point, but we
all are kind of thisoscillation. But, you know, you
start to go to set things likethat as a spiritual goal, the
whole world will start to becomerecontextualized, that you lose
(01:03:07):
your hostility towards anything,your criticalness. You really
get to a place of forgivenessbecause, you know, we realize,
you know, that basically anytimethat you have anger, it's a
result of lack of humilityusually, or or or pride or
whatever.
You start to see everybody asinnocent actually believe the
(01:03:29):
Nazarene when when, He said,forgive them for they know not
what they do. You know, perhapsthe greatest thing about human
beings with five senses tointerpret the world is that we
are ignorant. Then how could itnot be that way with an infinite
universe? You know, gratitude isanother thing that surfaces when
(01:04:00):
the thing is, you kinda knowyou're going there's a
directional correctness as faras in spiritual paths. And I'm
just kind of throwing outfeatures or things that where
you kind of know you're gettingthere, you know, and that's kind
of that path of enlightenment,and again, which changes the
(01:04:24):
worldview, obviously yourexperience of it, your degree of
happiness, it goes up.
Again, we'll take a look at thismore. Yeah. Anyway, that's it.
Other practical tools inspirituality. Intuition.
How do you develop intuition?You know, that's something
(01:04:46):
there's this inner promptingsthat we all have. Again, we
don't know where our decisionscome from. And the fact that
most talented clinicians, forexample, can go into a nurse or
a patient setting and somehowsurmise, Oh, we got, you know,
whatever. There's been adisruption in the force.
(01:05:06):
There's been, you know,something's going on here.
Relaxation tools, you know, howdo you use like anchoring
techniques and things like that?So if you come out of a
frustrated patient visit, how doyou take yourself down to a
relaxed state in moments just bylearning some tools and all
(01:05:27):
that? I mean, are practicalspiritual things. Essence, you
know, how to really tune in withthe most authentic you rather
than the programming that hasbeen done by society, you know,
and the rules that you need tofeel bad about this.
Well, maybe you don't need tofeel bad about something. It
just could be a projection ofvalue. That's not your value
(01:05:47):
anymore. You know? You know,energy.
Just really understanding I'lljust say this. I think that we
live in an electromagneticworld. We have poles. We have
North pole. We have South pole.
What do two poles of magnet do?They cause movement. And all of
(01:06:09):
life seems to be movement changeor changements. I like that. Or
even the desire for progress orto get better or improve are all
movement when you really thinkabout it.
Because what? We get bored withthe same. I mean, we may like
(01:06:30):
the meatloaf dinner, but man, wedon't want it like all the time.
I mean, we like puzzles. We likechallenges.
You know, we want to mix alittle of the dark with the
light. Know, I mean, you know,there's a naughty side and nice
side and being able to reconcilethose things. When I say
naughty, that's anotherprojection of but you know what
(01:06:51):
I mean. You know? I mean, justlike a diet.
I mean, there's times when it'sjust totally right to pig out
and not feel guilty about it.You know, but to be free, you
know? Just going to All this isagain how we experience
simplicity. How much is enough?Money.
(01:07:11):
What is the spirituality withmoney? The heart. You know, I
mean, what what is this thingthat's that's inside of us? Is
it connected to mind?Creativity.
How to do that? I'm I'm doing aworkshop at like the Monroe
Institute in December. It'swhere they have all the
scientists and all that andstudy the brain waves and all
that. And we're doing some jointventures with them. But again
(01:07:36):
because all you know, you usedto like hemi sync or some of
these mind technologies.
Well, I've made millions ofdollars and built the studios
and all this stuff from goinginto these in between states for
prolonged periods of time, butthen somehow being able to come
out of it and retain it. That'sthe the hard part. And then, you
(01:07:57):
know, you write it down, butthat's where I had, like, the
vision. It's after my sonpassed. And it said, basically,
I was using a Hemi Sync and itput me in this altered state at
like 05:00 in the morning and Isaw a studio and kind of a voice
said, but not in a voice, it wasmore of a feeling that build
this studio, people will comefrom all around the world, and
(01:08:21):
you will have these hit records.
Well, boy, if that hasn'thappened. Boy, if that hasn't
happened. And, anyway, I thinkthe thing is, the other thing
you can do with this stuff isyou can make very memorable
events, you know, that truly dochange people's lives. Happiness
(01:08:46):
is a topic. How do you get morehappy?
All that. So there's just somegood examples.
Speaker 1 (01:08:55):
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
(01:09:16):
competent real person. Thank youfor listening.
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