May 16, 2025 • 21 mins
Ever found yourself stuck in a workplace that just doesn't fit? The secret might not be in avoiding what's wrong, but in actively seeking what's right. This transformative episode John Wandolowski, and Greg Powell shifts the conversation from identifying workplace red flags to recognizing the green ones—those positive indicators that signal a truly exceptional organization.
We dive deep into the three fundamental green flags every job seeker should prioritize. First, we explore how a robust culture strategy transcends buzzwords to create environments where values are lived, not just displayed. Looking at examples like Google and Southwest Airlines, we examine how authentic organizational cultures drive engagement, productivity, and retention.
The conversation then turns to diversity in leadership as both a moral imperative and strategic advantage. Companies that embrace diverse perspectives aren't just checking boxes—they're fostering innovation and creating resilience in an ever-changing business landscape. We discuss how organizations like Blackstone and Amazon implement leadership training programs that develop talent across backgrounds.
Beyond just searching company websites, we provide practical strategies for researching potential employers. From maximizing Glassdoor's potential to the irreplaceable value of face-to-face networking, we share actionable techniques to uncover an organization's true character before you accept an offer.
This episode serves as your comprehensive guide to workplace selection, helping you move beyond simply avoiding toxic environments to actively pursuing organizations where you'll thrive. Your career deserves more than just escaping the bad—it deserves finding the genuinely good. Listen now to transform how you approach your next career move.
Presented by John Wandolowski and Greg Powell
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 2 (00:17):
Well, hello and welcome to our podcast, success
Secrets and Stories.
I'm your host, john Lomoloski,and I'm here with my co-host and
friend, greg Powell Greg heyeverybody, yeah.
So our subject for today how tofind a good organization that
you want to work for, and Ithink that's one of the biggest
(00:39):
challenges, that the part that Ithink is not hard to find is
the red flags for a lot oforganizations because that's the
easiest thing to find.
So the part is to recognize thered flags is important, but
also to identify green flagsthat have significant, healthy
workplaces.
The article frombrainsmagazinecom and that's
(01:01):
brain with a Z at the end ofbrain and magazine.
It's an interesting website andI found this author by Keila
Alt, executive contributor forthe magazine, and she's a
pioneer in terms oforganizational culture and
leadership.
She's a founder and executivecoach of culture and she has
(01:25):
worked with companies like theWork Well Studio and her article
, I think, was kind of theimportant point that caught my
eye.
Stop looking at the red flags,find the green flags.
Find the companies that youwould want to work for into the
article.
Embracing strategies like robustculture, development, diversity
(01:45):
, leadership and staff careergrowth can empower organizations
to thrive, innovate and ensurea healthy and safe work culture.
These days, the idea of a redflag is everywhere.
It seems that every time thatshe looks at a social media that
there are versions of new redflags to look for, and
(02:07):
organizations and theirpractices and their cultures are
no exception.
We hear a lot aboutmicromanaging management
practices, the quiet firing,promotions without a raise, and
the list goes on.
In terms of other red flags, itis also important for us to
know that business practices andcultural norms are what we
(02:31):
should be looking for when we'relooking for a company.
Knowing these green flags toshow what we are looking for.
That helps the staff and makesinformed decisions when
exploring career transitions,but it also empowers people to
understand the managers and theorganizational leaders and to
(02:51):
innovate.
And these are the green flagsthat you're looking for.
To be more specific, in general, she's talking about three that
are really key.
Her first green flag is theculture of the strategy for
success.
I used to say that it used tobe people who had an R&D
department.
That was one of the old schoolkind of approaches that if you
(03:14):
were actually looking for thestrategy and the logic of a
company, they had research anddevelopment.
But she goes a little bit morespecific.
A robust culture strategy ismore than just a buzzword.
It's the fundamental aspect ofa healthy and successful
organization Companies thatprioritize developing and
(03:35):
nurturing a healthy culture,tend to see a higher employee
engagement, increasedproductivity and better
retention.
Engagement, increasedproductivity and better
retention.
A culture strategy involves theintent and efforts to define,
(03:59):
communicate and reinforce values, behaviors, norms that guide
interactions within theworkplace.
Organizations with strongcultures strategically have
offered clear missions andvision statements that align
with their core values.
These values are not just wordson a poster, but they're
embedded into every aspect ofthe organization, from hiring
practice to performanceevaluations.
Employees feel the sense ofbelonging and purpose when they
(04:22):
see that their organization'sliving out their values
authentically.
A cultural strategy involvesfostering open, multi-way
communication, and these arechannels that employees feel
comfortable sharing feedback,ideas and concerns.
Leaders who actively listen totheir employees are reinforced
(04:46):
by the collectivedecision-making process that
demonstrates a commitment tobuilding a culture of trust and
transparency.
The culture strategy is for apowerful green flag that signals
that an organization iscommitted to creating a healthy,
safe working environment whereemployees feel valued and
supported.
For me, it comes up withorganizations like Google and
(05:10):
Netflix and Southwest Airlines.
They basically have strongcultures and they have
contributed to their successbecause of the culture that
these organizations are designedby and are actually fostering a
positive work environment.
You can see how it aligns withtheir goals, and that's what
(05:31):
you're looking for.
When you're looking atcompanies, you're looking for
something like Google.
It has innovative culture thatprioritize employees'
well-beings and give perks likefree meals and parties and gym
memberships, but mostly thatthey're trying to do something
that they think the employeeswould actually appreciate.
It's not just a salary, it'sthe environment, and that's one
(05:54):
of the things that, if you'relooking for a green flag, helps.
Greg, you have an idea on greenflag one.
Speaker 1 (06:02):
I do, John, Unfortunately, at this writing.
There is some political turmoilaround the DE&I initiative in
the United States, but topcompanies proudly illustrate the
highlights of their culture ontheir website.
They put it on the recruitingmaterials and other
communications collateral.
Because you spend so much timeand mental energy with your
employer being aligned with thecompany culture is critical.
Speaker 2 (06:26):
Yeah, and it falls right into, you know, green flag
number two diversity andleadership.
Diversity and leadership is hersecond point and I want to make
sure that she's on the mark interms of this.
In terms of leadership,diversity and leadership is not
only a moral imperative, but itis a strategic advantage for
organizations.
(06:46):
Again, a star in it.
It's a strategic advantage.
Companies with diverseleadership teams tend to be more
innovative, resilient andbetter equipped for the negative
complexities of challenges.
(07:13):
No-transcript organizations thatprioritize diversity and
leadership actively recruit,retain and promote individuals
with different backgrounds.
Intentionally, they invest intoprograms and initiatives to
support and develop and advancea diverse talent, such as
(07:33):
mentorships, leadership trainingand network opportunities.
I'm going to stop there for asecond.
If you have an organizationthat's capable of doing all
those things that they'retraining, that they're mentoring
, that they're helping you withnetworks that's the key of a
good organization, without adoubt.
She goes on to say diverseleadership teams being a variety
(07:58):
of perspectives, experiences,ideas to table, to foster, to
create a culture of creativityand innovation.
When people with differentbackgrounds and viewpoints come
(08:19):
together to solve problems andmake decisions, they can
generate more innovativesolutions and drive better
business outcomes.
Period.
The piece for me is that I'veseen organizations that have
done this so well that they'veengaged their staff and it's
like the entire organization'spulling at the same time.
Companies like Blackstone areused as examples, or LinkedIn or
Amazon.
Take Blackstone for an exampleof knowing that their leadership
(08:41):
training programs are part ofwhat they do.
In order to understand what itmeans to work for Blackstone and
your commitment to theorganization and to your
customers Amazon, for thedifferent things that they do do
a very good job ofcross-training people for
leadership and a very good jobof helping people to get
(09:02):
training and have an outstandingapproach in terms of healthcare
and education.
Those are all things that areshowing you that you have an
organization that is looking outfor the employee and helping
them to develop.
Those are green flags.
Those are things that youshould be looking for, greg.
Speaker 1 (09:21):
So, john, there are large and mid-sized companies
that are committed to staff andleadership development, and they
typically have an HR functionthat's equipped with the kind of
leadership they need to make itwork.
They have a robust curriculumand a direct connection to what
we call talent assessment andadvancement programs.
A fully integrated talentassessment strategy contains all
(09:42):
the components.
I recall working for Unileverand I was always impressed with
how they connected all of theirglobal companies with
initiatives that would sharetalent development across the
world.
There was a specialty trainingfacility called Four Acres in
England that was used to providespecialty training for the best
and the brightest, john.
Speaker 2 (10:00):
Wow, man, I'd love the training to go off to
England.
That'd be awesome.
You have to like that.
In summary, she tries to pullthis all together.
In today's ever-evolvingprofessional landscape, the
prevalence of red flags inorganizations and practices and
cultures is undeniable.
However, in recognizing thesered flags, it becomes equally
(10:25):
critical to identify andchampion the green flags that
significantly show a healthy andthriving workplace by
(10:45):
understanding the priorities ofgreen flags, such as a robust
culture strategy, diversity inleadership and a commitment to
staff leadership or careerdevelopment.
Organizations that can fosterenvironments where employees
feel valued, empowered andinspired.
Embracing these green flagsorganizations can pave the way
for growth, innovation andsuccess in an ever-changing
world.
And I think you know the summarykind of brings together that
(11:09):
you should be looking fororganizations like that, but
it's not that easy to getinformation to understand what
green flags organizations haveno-transcript on their stock
(11:40):
offerings and usually they havea description of what their
goals are.
But there's one thing to havethat kind of information and
there's another thing to have aPR department creating a happy
image for you to read.
You need to actually dive inand talk to people.
Greg, this is something that Ithink you understand very well,
having the experience in humanresources, how people are
looking for good organizationsand what you've recommended for
(12:03):
them to find.
Speaker 1 (12:05):
Sure thing, john.
So one resource we'll talk alittle bit about it, we'll talk
more about it is Glassdoor.
It is a valuable tool forresearching companies and let me
give you a little guide to howto navigate it effectively,
because there's a lot ofinformation on the Glassdoor
website.
So let's start off with thefirst one.
Search for a company.
You can use the search bar atthe top, it's that easy.
The homepage to input thecompany name you're interested
(12:27):
in and you can look at industry,location, job title it's that
easy.
Explore reviews Navigate to thereviews tab on the company page
, read feedback from current andformer employees about
workplace culture, leadershipand overall experience Pretty
straightforward.
You can also look at thingslike how supportive is the
management, career developmentand work-life balance.
Again, as we're talking aboutflags, you're looking for those
(12:49):
green flags.
Check ratings Review thenumerical ratings for categories
like work-life balance, careeropportunities, company culture
and, more Especially, thingsthat are important to you
personally, and higher scores inthese areas are often indicated
with green flags.
Number four, and look at salaryinsights.
(13:09):
Right, you kind of want to knowwhat the range is.
How's the compensation comparedto what the work is required?
Glassdoor provides salaryinformation for a number of jobs
.
I can tell you this for a fact,and transparency about pay is
often a sign of responsiblemanagement.
If they're willing to give youthe ranges depending, of course,
on your experience andeducation you've got a good
place to start.
Good place to start.
(13:33):
Examine the interview feedback.
Yes, you can actually find outwhat 10 people felt about like
after they took the interview,initial interview, how they felt
about that process, and that'sa good section to look at,
especially for things like howrespectful are they, how
professional are they?
Right?
Great way to get feedback.
Number six investigate companybenefits.
A lot of companies say, hey, wegot great benefits.
What does that really mean?
(13:54):
So you hit that tab thathighlights perks and programs
offered.
So some people like things liketuition reimbursement.
Generous benefits are realimportant to them because maybe
their family situation, wellnessprograms, flexibility all
really strong green flags.
You can learn that aboutcompanies on Glassdoor Research,
(14:14):
leadership and culture.
Look for mentions oftransparency, inclusivity and
ethical practices in the companyoverview section.
Good leadership usuallytrickles down and creates a
positive environment, and Irecall too they will oftentimes
give a rating of the CEO of thecompany how favorable that
individual is.
So a lot of good information,as long as you take a look at it
and sift through, like youwould, any kind of information
(14:36):
on a review.
You take the highs, you kind oflook at them.
You take the lows, you kind oflook at them, but really work on
that sweet spot in between,because that's probably a good
indication of how they normallyare.
John.
Speaker 2 (14:48):
But you know, as you've said, there's things that
you have to be careful whenyou're dealing with Glassdoor as
the end-all to beat-all answerfor an organization that you can
expand on.
Some of the things thatGlassdoor is important to
actually concentrate on is whatare the top companies within
that industry?
(15:08):
So, as you know a little bitabout the background that one
kind of struck me and alsounderstand in terms of risk,
what rate of people are theyadding or subtracting from the
overall headcount of theorganization?
You need to take a look at thisdata before you say yes to a
job offer.
Do your research so that you'renot surprised when you walk in
(15:31):
the door.
And you didn't do any researchand you expected it to be a
glorious opportunity.
If you're only hearing thetitle and you hear the amount of
money and you're not doing yourhomework, you could easily fall
into a trap of chasing andfinding out golden handcuffs.
And if you don't know whatgolden handcuffs are, you accept
(15:52):
a position for a great salarybut there is no advancement.
Your advancement was the higherpay and, yeah, again, I've
experienced that, unfortunately.
So I didn't do enough homework.
So, yes, that is a valuablelesson that you don't need to
learn.
Greg, you have other input interms of Glassdoor.
Speaker 1 (16:15):
Yes, I mean with Glassdoor.
Again, the information is there.
You've got to be a savvy userof information in that.
I like to call it the smelltest If it kind of looks like
it's not true and it seemssuspicious, there's probably
something to that, and try tofind other ways to get more
information.
But one thing I wanted tomention.
I'm going to slip over tonetworking.
(16:36):
As important as Glassdoor is,the real magic dust is
networking.
Networking offers significantvalue professional advancement.
It includes access to jobopportunities, career advice and
totally new ideas.
Networking also fosterspersonal and professional and
business growth.
It strengthens relationshipsand provides that competitive
(16:57):
edge for you.
Essentially, networking helpsprofessionals build a supportive
community, learning from othersand staying ahead of the curve
in their industry.
So networking isn't like oh, Idid networking last week.
I'm done for a while.
It's ongoing.
It's an ongoing process,ongoing types of activities and
by actively participating innetworking events and engaging
(17:18):
with professionals in your fieldyou can unlock a wealth of
opportunity and build a strongnetwork that will support your
career goals.
Speaker 2 (17:26):
John, and we've had other podcasts where we've
talked about how important it isfor people to understand that
the social skills and theability to actually meet with
people is far more important nowmore than ever.
And so many organizations areseeing such a drop off of people
actually attending meetings andgoing for what they think is
(17:50):
old school approach ofnetworking.
Trust me, the social media isnot going to give you the same
kind of return on investment oftime as actually meeting people,
shaking their hands and havinga personal connection.
It is not an old school answer.
It is really the secret to alot of advancement that people
(18:13):
actually get is throughnetworking.
Now, if you feel that you'vedone a very good job to network
electronically, great.
But understand that it's harderand all those things in terms
of building a connection, havingthat trust, and that
development is dangerous to dostrictly socially on the
(18:34):
internet, you really should havethat contact as an individual.
Speaker 1 (18:40):
Greg.
You know, I think it'ssomething very simple, john, and
I discovered this really infull form in Indiana when there
are neighborhood get-togethersright, you're kind of new in the
neighborhood, maybe you've gota couple of small kids, you're
relocated from somewhere else,you're in the backyard barbecue
(19:14):
and what do people do?
They?
Speaker 2 (19:14):
start talking, what's one of the first questions they
ask?
Oh, what do you do for a living?
Where do you work at Right?
Oh, I work at such and such.
Oh, I work here and I do this,this and this.
And you'd be surprised that bythe time you've worked the room
or the backyard, you have gotall kinds of potential
connections to employersthroughout that area.
And it's just as simple asbeing sociable.
And early in my career, Iworked for a great organization,
but I was for different reasons.
I had to move on from thatcompany and I had to move out of
state and I wanted to stay.
I was actually in Indianapolis,Indiana, and it was a beautiful
(19:35):
place.
We had a great place that wewere living, the family was
settled and I just didn't havethe connections to try to find
another job at Indy Hindsightbeing 2020, if I just would have
done a better job of engagingin social activities, I could
have made connections and thatwhole hope of staying in
(19:55):
Indianapolis would have worked.
But it takes effort and it takestime, and those are the things
that are going to reap the mostamount of reward if you put in
the time and the effort.
That's really the essence of it.
Be in charge of your own career.
Don't expect somebody else todo it for you.
They're not.
So if you like what you'veheard, yeah, my book is
(20:23):
available on Amazon and BarnesNoble.
The podcast is available onApple, Google, Spotify and what
you're listening to, so thankyou.
Available on Apple, Google,Spotify and what you're
listening to.
So thank you, Dr Durst.
His books and his MBR programis available on
successgrowthacademycom and ifyou want to get a hold of us, we
(20:51):
have a website.
It's wwwauthorjawcom, and musichas been brought to you by my
grandson, so we want to hearfrom you.
When you get an opportunity,drop us a line.
Your input has helped us interms of subjects and what we
need to take a look at as far asdoing a better job to bring the
stories to you.
So thanks, Greg, Thanks, Johnas always.
(21:14):
Yeah, next time yeah.
Well, hello and welcome to our podcast, success
Secrets and Stories.
I'm your host, john Lomoloski,and I'm here with my co-host and
friend, greg Powell Greg heyeverybody, yeah.
So our subject for today how tofind a good organization that
you want to work for, and Ithink that's one of the biggest
(00:39):
challenges, that the part that Ithink is not hard to find is
the red flags for a lot oforganizations because that's the
easiest thing to find.
So the part is to recognize thered flags is important, but
also to identify green flagsthat have significant, healthy
workplaces.
The article frombrainsmagazinecom and that's
(01:01):
brain with a Z at the end ofbrain and magazine.
It's an interesting website andI found this author by Keila
Alt, executive contributor forthe magazine, and she's a
pioneer in terms oforganizational culture and
leadership.
She's a founder and executivecoach of culture and she has
(01:25):
worked with companies like theWork Well Studio and her article
, I think, was kind of theimportant point that caught my
eye.
Stop looking at the red flags,find the green flags.
Find the companies that youwould want to work for into the
article.
Embracing strategies like robustculture, development, diversity
(01:45):
, leadership and staff careergrowth can empower organizations
to thrive, innovate and ensurea healthy and safe work culture.
These days, the idea of a redflag is everywhere.
It seems that every time thatshe looks at a social media that
there are versions of new redflags to look for, and
(02:07):
organizations and theirpractices and their cultures are
no exception.
We hear a lot aboutmicromanaging management
practices, the quiet firing,promotions without a raise, and
the list goes on.
In terms of other red flags, itis also important for us to
know that business practices andcultural norms are what we
(02:31):
should be looking for when we'relooking for a company.
Knowing these green flags toshow what we are looking for.
That helps the staff and makesinformed decisions when
exploring career transitions,but it also empowers people to
understand the managers and theorganizational leaders and to
(02:51):
innovate.
And these are the green flagsthat you're looking for.
To be more specific, in general, she's talking about three that
are really key.
Her first green flag is theculture of the strategy for
success.
I used to say that it used tobe people who had an R&D
department.
That was one of the old schoolkind of approaches that if you
(03:14):
were actually looking for thestrategy and the logic of a
company, they had research anddevelopment.
But she goes a little bit morespecific.
A robust culture strategy ismore than just a buzzword.
It's the fundamental aspect ofa healthy and successful
organization Companies thatprioritize developing and
(03:35):
nurturing a healthy culture,tend to see a higher employee
engagement, increasedproductivity and better
retention.
Engagement, increasedproductivity and better
retention.
A culture strategy involves theintent and efforts to define,
(03:59):
communicate and reinforce values, behaviors, norms that guide
interactions within theworkplace.
Organizations with strongcultures strategically have
offered clear missions andvision statements that align
with their core values.
These values are not just wordson a poster, but they're
embedded into every aspect ofthe organization, from hiring
practice to performanceevaluations.
Employees feel the sense ofbelonging and purpose when they
(04:22):
see that their organization'sliving out their values
authentically.
A cultural strategy involvesfostering open, multi-way
communication, and these arechannels that employees feel
comfortable sharing feedback,ideas and concerns.
Leaders who actively listen totheir employees are reinforced
(04:46):
by the collectivedecision-making process that
demonstrates a commitment tobuilding a culture of trust and
transparency.
The culture strategy is for apowerful green flag that signals
that an organization iscommitted to creating a healthy,
safe working environment whereemployees feel valued and
supported.
For me, it comes up withorganizations like Google and
(05:10):
Netflix and Southwest Airlines.
They basically have strongcultures and they have
contributed to their successbecause of the culture that
these organizations are designedby and are actually fostering a
positive work environment.
You can see how it aligns withtheir goals, and that's what
(05:31):
you're looking for.
When you're looking atcompanies, you're looking for
something like Google.
It has innovative culture thatprioritize employees'
well-beings and give perks likefree meals and parties and gym
memberships, but mostly thatthey're trying to do something
that they think the employeeswould actually appreciate.
It's not just a salary, it'sthe environment, and that's one
(05:54):
of the things that, if you'relooking for a green flag, helps.
Greg, you have an idea on greenflag one.
Speaker 1 (06:02):
I do, John, Unfortunately, at this writing.
There is some political turmoilaround the DE&I initiative in
the United States, but topcompanies proudly illustrate the
highlights of their culture ontheir website.
They put it on the recruitingmaterials and other
communications collateral.
Because you spend so much timeand mental energy with your
employer being aligned with thecompany culture is critical.
Speaker 2 (06:26):
Yeah, and it falls right into, you know, green flag
number two diversity andleadership.
Diversity and leadership is hersecond point and I want to make
sure that she's on the mark interms of this.
In terms of leadership,diversity and leadership is not
only a moral imperative, but itis a strategic advantage for
organizations.
(06:46):
Again, a star in it.
It's a strategic advantage.
Companies with diverseleadership teams tend to be more
innovative, resilient andbetter equipped for the negative
complexities of challenges.
(07:13):
No-transcript organizations thatprioritize diversity and
leadership actively recruit,retain and promote individuals
with different backgrounds.
Intentionally, they invest intoprograms and initiatives to
support and develop and advancea diverse talent, such as
(07:33):
mentorships, leadership trainingand network opportunities.
I'm going to stop there for asecond.
If you have an organizationthat's capable of doing all
those things that they'retraining, that they're mentoring
, that they're helping you withnetworks that's the key of a
good organization, without adoubt.
She goes on to say diverseleadership teams being a variety
(07:58):
of perspectives, experiences,ideas to table, to foster, to
create a culture of creativityand innovation.
When people with differentbackgrounds and viewpoints come
(08:19):
together to solve problems andmake decisions, they can
generate more innovativesolutions and drive better
business outcomes.
Period.
The piece for me is that I'veseen organizations that have
done this so well that they'veengaged their staff and it's
like the entire organization'spulling at the same time.
Companies like Blackstone areused as examples, or LinkedIn or
Amazon.
Take Blackstone for an exampleof knowing that their leadership
(08:41):
training programs are part ofwhat they do.
In order to understand what itmeans to work for Blackstone and
your commitment to theorganization and to your
customers Amazon, for thedifferent things that they do do
a very good job ofcross-training people for
leadership and a very good jobof helping people to get
(09:02):
training and have an outstandingapproach in terms of healthcare
and education.
Those are all things that areshowing you that you have an
organization that is looking outfor the employee and helping
them to develop.
Those are green flags.
Those are things that youshould be looking for, greg.
Speaker 1 (09:21):
So, john, there are large and mid-sized companies
that are committed to staff andleadership development, and they
typically have an HR functionthat's equipped with the kind of
leadership they need to make itwork.
They have a robust curriculumand a direct connection to what
we call talent assessment andadvancement programs.
A fully integrated talentassessment strategy contains all
(09:42):
the components.
I recall working for Unileverand I was always impressed with
how they connected all of theirglobal companies with
initiatives that would sharetalent development across the
world.
There was a specialty trainingfacility called Four Acres in
England that was used to providespecialty training for the best
and the brightest, john.
Speaker 2 (10:00):
Wow, man, I'd love the training to go off to
England.
That'd be awesome.
You have to like that.
In summary, she tries to pullthis all together.
In today's ever-evolvingprofessional landscape, the
prevalence of red flags inorganizations and practices and
cultures is undeniable.
However, in recognizing thesered flags, it becomes equally
(10:25):
critical to identify andchampion the green flags that
significantly show a healthy andthriving workplace by
(10:45):
understanding the priorities ofgreen flags, such as a robust
culture strategy, diversity inleadership and a commitment to
staff leadership or careerdevelopment.
Organizations that can fosterenvironments where employees
feel valued, empowered andinspired.
Embracing these green flagsorganizations can pave the way
for growth, innovation andsuccess in an ever-changing
world.
And I think you know the summarykind of brings together that
(11:09):
you should be looking fororganizations like that, but
it's not that easy to getinformation to understand what
green flags organizations haveno-transcript on their stock
(11:40):
offerings and usually they havea description of what their
goals are.
But there's one thing to havethat kind of information and
there's another thing to have aPR department creating a happy
image for you to read.
You need to actually dive inand talk to people.
Greg, this is something that Ithink you understand very well,
having the experience in humanresources, how people are
looking for good organizationsand what you've recommended for
(12:03):
them to find.
Speaker 1 (12:05):
Sure thing, john.
So one resource we'll talk alittle bit about it, we'll talk
more about it is Glassdoor.
It is a valuable tool forresearching companies and let me
give you a little guide to howto navigate it effectively,
because there's a lot ofinformation on the Glassdoor
website.
So let's start off with thefirst one.
Search for a company.
You can use the search bar atthe top, it's that easy.
The homepage to input thecompany name you're interested
(12:27):
in and you can look at industry,location, job title it's that
easy.
Explore reviews Navigate to thereviews tab on the company page
, read feedback from current andformer employees about
workplace culture, leadershipand overall experience Pretty
straightforward.
You can also look at thingslike how supportive is the
management, career developmentand work-life balance.
Again, as we're talking aboutflags, you're looking for those
(12:49):
green flags.
Check ratings Review thenumerical ratings for categories
like work-life balance, careeropportunities, company culture
and, more Especially, thingsthat are important to you
personally, and higher scores inthese areas are often indicated
with green flags.
Number four, and look at salaryinsights.
(13:09):
Right, you kind of want to knowwhat the range is.
How's the compensation comparedto what the work is required?
Glassdoor provides salaryinformation for a number of jobs
.
I can tell you this for a fact,and transparency about pay is
often a sign of responsiblemanagement.
If they're willing to give youthe ranges depending, of course,
on your experience andeducation you've got a good
place to start.
Good place to start.
(13:33):
Examine the interview feedback.
Yes, you can actually find outwhat 10 people felt about like
after they took the interview,initial interview, how they felt
about that process, and that'sa good section to look at,
especially for things like howrespectful are they, how
professional are they?
Right?
Great way to get feedback.
Number six investigate companybenefits.
A lot of companies say, hey, wegot great benefits.
What does that really mean?
(13:54):
So you hit that tab thathighlights perks and programs
offered.
So some people like things liketuition reimbursement.
Generous benefits are realimportant to them because maybe
their family situation, wellnessprograms, flexibility all
really strong green flags.
You can learn that aboutcompanies on Glassdoor Research,
(14:14):
leadership and culture.
Look for mentions oftransparency, inclusivity and
ethical practices in the companyoverview section.
Good leadership usuallytrickles down and creates a
positive environment, and Irecall too they will oftentimes
give a rating of the CEO of thecompany how favorable that
individual is.
So a lot of good information,as long as you take a look at it
and sift through, like youwould, any kind of information
(14:36):
on a review.
You take the highs, you kind oflook at them.
You take the lows, you kind oflook at them, but really work on
that sweet spot in between,because that's probably a good
indication of how they normallyare.
John.
Speaker 2 (14:48):
But you know, as you've said, there's things that
you have to be careful whenyou're dealing with Glassdoor as
the end-all to beat-all answerfor an organization that you can
expand on.
Some of the things thatGlassdoor is important to
actually concentrate on is whatare the top companies within
that industry?
(15:08):
So, as you know a little bitabout the background that one
kind of struck me and alsounderstand in terms of risk,
what rate of people are theyadding or subtracting from the
overall headcount of theorganization?
You need to take a look at thisdata before you say yes to a
job offer.
Do your research so that you'renot surprised when you walk in
(15:31):
the door.
And you didn't do any researchand you expected it to be a
glorious opportunity.
If you're only hearing thetitle and you hear the amount of
money and you're not doing yourhomework, you could easily fall
into a trap of chasing andfinding out golden handcuffs.
And if you don't know whatgolden handcuffs are, you accept
(15:52):
a position for a great salarybut there is no advancement.
Your advancement was the higherpay and, yeah, again, I've
experienced that, unfortunately.
So I didn't do enough homework.
So, yes, that is a valuablelesson that you don't need to
learn.
Greg, you have other input interms of Glassdoor.
Speaker 1 (16:15):
Yes, I mean with Glassdoor.
Again, the information is there.
You've got to be a savvy userof information in that.
I like to call it the smelltest If it kind of looks like
it's not true and it seemssuspicious, there's probably
something to that, and try tofind other ways to get more
information.
But one thing I wanted tomention.
I'm going to slip over tonetworking.
(16:36):
As important as Glassdoor is,the real magic dust is
networking.
Networking offers significantvalue professional advancement.
It includes access to jobopportunities, career advice and
totally new ideas.
Networking also fosterspersonal and professional and
business growth.
It strengthens relationshipsand provides that competitive
(16:57):
edge for you.
Essentially, networking helpsprofessionals build a supportive
community, learning from othersand staying ahead of the curve
in their industry.
So networking isn't like oh, Idid networking last week.
I'm done for a while.
It's ongoing.
It's an ongoing process,ongoing types of activities and
by actively participating innetworking events and engaging
(17:18):
with professionals in your fieldyou can unlock a wealth of
opportunity and build a strongnetwork that will support your
career goals.
Speaker 2 (17:26):
John, and we've had other podcasts where we've
talked about how important it isfor people to understand that
the social skills and theability to actually meet with
people is far more important nowmore than ever.
And so many organizations areseeing such a drop off of people
actually attending meetings andgoing for what they think is
(17:50):
old school approach ofnetworking.
Trust me, the social media isnot going to give you the same
kind of return on investment oftime as actually meeting people,
shaking their hands and havinga personal connection.
It is not an old school answer.
It is really the secret to alot of advancement that people
(18:13):
actually get is throughnetworking.
Now, if you feel that you'vedone a very good job to network
electronically, great.
But understand that it's harderand all those things in terms
of building a connection, havingthat trust, and that
development is dangerous to dostrictly socially on the
(18:34):
internet, you really should havethat contact as an individual.
Speaker 1 (18:40):
Greg.
You know, I think it'ssomething very simple, john, and
I discovered this really infull form in Indiana when there
are neighborhood get-togethersright, you're kind of new in the
neighborhood, maybe you've gota couple of small kids, you're
relocated from somewhere else,you're in the backyard barbecue
(19:14):
and what do people do?
They?
Speaker 2 (19:14):
start talking, what's one of the first questions they
ask?
Oh, what do you do for a living?
Where do you work at Right?
Oh, I work at such and such.
Oh, I work here and I do this,this and this.
And you'd be surprised that bythe time you've worked the room
or the backyard, you have gotall kinds of potential
connections to employersthroughout that area.
And it's just as simple asbeing sociable.
And early in my career, Iworked for a great organization,
but I was for different reasons.
I had to move on from thatcompany and I had to move out of
state and I wanted to stay.
I was actually in Indianapolis,Indiana, and it was a beautiful
(19:35):
place.
We had a great place that wewere living, the family was
settled and I just didn't havethe connections to try to find
another job at Indy Hindsightbeing 2020, if I just would have
done a better job of engagingin social activities, I could
have made connections and thatwhole hope of staying in
(19:55):
Indianapolis would have worked.
But it takes effort and it takestime, and those are the things
that are going to reap the mostamount of reward if you put in
the time and the effort.
That's really the essence of it.
Be in charge of your own career.
Don't expect somebody else todo it for you.
They're not.
So if you like what you'veheard, yeah, my book is
(20:23):
available on Amazon and BarnesNoble.
The podcast is available onApple, Google, Spotify and what
you're listening to, so thankyou.
Available on Apple, Google,Spotify and what you're
listening to.
So thank you, Dr Durst.
His books and his MBR programis available on
successgrowthacademycom and ifyou want to get a hold of us, we
(20:51):
have a website.
It's wwwauthorjawcom, and musichas been brought to you by my
grandson, so we want to hearfrom you.
When you get an opportunity,drop us a line.
Your input has helped us interms of subjects and what we
need to take a look at as far asdoing a better job to bring the
stories to you.
So thanks, Greg, Thanks, Johnas always.
(21:14):
Yeah, next time yeah.
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