Need a recommendation for your next great read? Cindi Filer, CEO of Innovative Outsourcing, offers her thoughts on what she and her staff have been reading lately. She calls this her "Book Buzz," and she would like to offer you this reference of what's on the IO shelf right now. Click on any book shown below to read the review and learn how this book may benefit your business. Then please provide your comments in the section below so we can get the conversation started!
Imagine this! You just received an invitation to meet weekly for coffee with one of the 100 wealthiest people in the world, a billionaire investor and philanthropist. He is taking a special interest in you, and he wants you to fully grasp all the important things he has learned in his 68 years of life and work. He will mentor you by tracing his footsteps and missteps, his successes and his failures. When your mentoring sessions are completed, you will be equipped to carry that spark as a blazing torch, enlightening your personal life and your business.
While it may not be an actual “talk-over-coffee,” Ray Dalio’s #1 New York Times bestseller Principles: Life & Work is the ONE must-read book this year, both for your business and your personal growth. Even if you are not a “book” person, there is just too much great stuff here to let this one slip by another day.
RAY DALIO is the founder and co-chairman of the best performing hedge fund in the world. He’s made the list of the most influential people in the world by Time and Bloomberg Markets. Even if you have not a stiff of interest in hedge funds or investing, the stories he tells and the life principles he shares will keep you hanging on his every word.
There are two overarching themes that ooze through the richness of Dalio’s wisdom.
- Principles are ways of successfully dealing with reality to get what you want out of work and life, so identify and use your principles as a measuring stick for all you do.
- In applying these principles, be radically open-minded and radically transparent. This will assure that you learn quickly, and that you don’t get hung up on what things “should” be like, but what is reality.
It is impossible to highlight the favorite parts of this book, but from a staffing perspective, let me jump right to Part III where Dalio hits the very heart of building a business based upon solid work principles. Because there is just so much rich information, Dalio does us a tremendous service, and begins this section with a summary and table of these principles, indexed to the pages where each topic is covered in more depth. He begins by saying, “An organization is a machine consisting of two major parts: culture and people.” Then he proceeds to itemize how to get the culture right, and how to get the people right. These are not pie-in-the-sky ideas, but instead he outlines specific steps. For example, to support his principle that you need to create a culture in which it is okay to make mistakes, but unacceptable not to learn from them, Dalio provides five specific steps any business leader can follow to assure this happens.
After learning how to get the culture right, my favorite section explains how to get the people right:
- Remember that the WHO is more important than the WHAT
- Hire RIGHT, because the penalties for hiring wrong are huge (then he adds eight steps to assure you succeed in this)
- Constantly train, test, evaluate, and sort people (and he gives you very specific strategies to accomplish this)
As a reader and a business leader, you are challenged to manage your business like someone operating a machine to achieve a goal. Just as a machine operator knows the components that produce the product, “…know what your people are like and what makes them tick, because your people are your most important resource.”
Ray Dalio admits that he is no different from you. "Whatever success I’ve had in life hasn’t been because of anything unique about me—it’s because of principles that I believe anyone can adopt."
So grab a cup of coffee, open the book, either hardcopy or audio, and enjoy a few moments each week as Ray Dalio fills you with the inspiration and wisdom that may make you think differently about your life and work. Oh, and Part III of Dalio’s book — that’s our sweet spot, so Innovative Outsourcing would be honored to come along side you to put these principles in motion as you build your team at your company.
Listen to Ray Dalio’s Ted Talk
Watch the Animated Series (30 minutes divided into 8 short episodes)
Book Summary Outline
Assembling an ideal staff is no small task. And when you need to replace or add an employee, the rest of your work can't just be put on hold while you devote time to this critical team-building part of your company.
You need high-performing team members that fit into the culture that you’ve so painstakingly built over the years. Finding the perfect fit can be an exhausting, time-consuming process, typically taking an average of 60-80 hours per hire.
When you make the decision to allow our experts to do most of the really time-consuming work for you, Innovative Outsourcing will source and present fully vetted top candidates. All you have to do is choose your favorite from the cream of the crop. This reduces your time investment to about five hours instead of 60-80.
Businesses just like yours have been relying on us for over 24 years. Innovative Outsourcing has been taking the hiring pressure off business owners and helping them build the teams they need for ultimate success. This short video highlights the steps in our proven process so you’ll know what to expect when you partner with us on your next hire. Have an opening in your company? Then let’s get started finding a great addition to your team now! Or better yet, let us get to know you now so when are are in a pinch for a new hire, we are all set to get to work for you. Give Matt Filer a call, and we will get started.
phone | 404 259 6449
- It's what makes your best employees choose to stay with you or take another job offer.
- It's what makes some companies 12% more profitable than their competitors
- It's what creates a line outside your door “just in case you have an opening”.
- It's what good small businesses spend time maximizing
- It's what small business owners usually have no idea how to create.
- It's what you are creating (good or bad) even if you don’t know you are - THIS SHOULD MOTIVATE YOU!
Take a look at this Ted talk. The health of your business may depend on it.
Do you know what your culture is in your company? Is it positive, negative or neutral? Are you sure?
IO considers culture incredibly important as we help you hire and retain your best team. We have a new product that can help you determine what your culture is and the things that you must do to create the culture that you want.
If you are interested, please contact Matt Filer, firstname.lastname@example.org, 404-259-6449.
Image Credit: http://www.wildhenfarm.com.au/
This is Alan Ketzes. Alan is a chair at Vistage International with the role of business coach to over 60 CEOs in the Metro Atlanta area. He thrives on bringing executives together through peer groups, giving one-on-one coaching, and has driven many executives and their businesses to new heights.
In this 2 1/2 minute video, Alan offers a time-saving suggestion that he gives to his clients, and he believes this can help your business as well. We personally loved his answer and hopefully you will, too. Enjoy Alan Ketzes!
You’ve grown a successful business based upon sound marketing principles. So what if you came to realize that all you know about marketing could actually be holding you back? Marketing is on the brink of change, and those businesses that can successfully pivot their marketing strategy now will reap the rewards, as those businesses less progressive scramble to play catch-up.
Killing Marketing, by Joe Pulizzi and Robert Rose, provides a new and shocking perspective that could change how you market your business. Through the insights of these authors, you may consider how actually “killing marketing” as we know it could be the start of a whole new way you grow your business. These two authors are the world’s top marketing experts of our age, and they begin this book with an alarming realization. Over the past two decades, we have seen a dramatic shift in both B2B and B2C buying and brand loyalty, yet the way we market has remained the same.
I am often asked to suggest good interview strategies. What questions are the best? To help you make the most of the interview experience, consider using some of my favorite questions:
QUESTION: Tell me about a situation in a past job or organization where you encountered some conflict, and how did you address or handle it?
This question reveals these important indicators:
- This is a fairly complex question. Can the candidate recall a situation on the fly, and then provide a cohesive answer? Their response helps me understand if they can think on their feet, can handle something quickly, can determine a good answer, and then deliver a well-considered reply.
- How they have handled conflict in the past is a predictor of how they will handle it in the future. If they answer that it was all the fault of the other person, and the supervisor had to handle it, or the candidate simply left the company, that is probably not a good response. If their answer includes how they addressed the conflict directly with the person and talked it out with them, meeting halfway to handle the situation, that is the preferred response.
- If they say they have never had a job with any conflict, that is a big red flag. This candidate is either not truthful or they can’t think on their feet.
QUESTION: At XYZ company, we value helping fellow employees and we are FOR each other. When in a previous position, have you been able to help a coworker get recognized for something they have done or help them achieve success?
Here’s what I am looking for here:
- This is a good one to figure out if they are FOR other people or FOR themselves. To me, this is a significant factor in evaluating a candidate. If they can never remember a time that they helped a peer, then you don’t want them on your team.
- This might give the candidate a glimpse into who you are as a future employer. They may not believe in this value. They may be such a self-centered driver that it is all about them. In this case, your environment would not be good for them, and they might self-select out.
QUESTION: What is one thing that you would like to be better at in five years?
Look for these things:
- I like someone to be self-aware. Do they know where their weaknesses are, and are they willing to share one with you? If they answer this quickly, that’s a good indicator. If they don’t, that means that they haven’t thought about this lately and are not trying to self-improve. Ask me this question right now, and I have a list of five things in my head that I am trying to improve upon. That is what you would like to see.
- I am looking for a humble employee. If they are open to share their developmental issues with you, then they are likely humble and this could signify a good candidate.
Searching for more questions? Here are 30 you may also want to consider.
When you work with Innovative Outsourcing, we provide you with the finest candidates. Work with us for your next open position. Our outreach identifies the best candidates, and then we use personality testing, phone screening, and in-person interviews to select the best two candidates for your review. Then, we schedule the interviews, and you simply ask some of these good questions. It’s easy when you let us help!
No one likes to hear the word "audit". However, like Mondays, they always seem to come around eventually. Make sure your records are flawless by reviewing these newly released guidelines from USCIS regarding the I-9 form.
USCIS released a revised version of Form I-9, Employment Eligibility Verification, on July 17. Effective Sept. 18, employers must use the revised form with a revision date of 07/17/17 N at the bottom. Employers must continue following existing storage and retention rules for any previously completed Form I-9. There were some minor changes to verbiage on the form. But the more significant changes relate to the List of Acceptable Documents.
Revisions related to the List of Acceptable Documents on Form I-9:
- The Consular Report of Birth Abroad (Form FS-240) was added to List C. Employers completing Form I-9 on a computer will be able to select Form FS-240 from the drop-down menus available in List C of Sections 2 and 3. E-Verify users will also be able to select Form FS-240 when creating a case for an employee who has presented this document for Form I-9.
- All the certifications of report of birth issued by the Department of State (Form FS-545, Form DS-1350, and Form FS-240) were combined into selection C #2 in List C.
- All List C documents except the Social Security card were renumbered. For example, the employment authorization document issued by the Department of Homeland Security on List C changed from List C #8 to List C #7.
All these changes are in the revised Handbook for Employers: Guidance for Completing Form I-9 (M-274), which is also easier for users to navigate than before. Please visit the USCIS website for more details.
We know it's important to you to maintain a legal workforce. While the changes to the new I-9 form are minimal, failure to comply effective with the September 18th implementation date can result in significant fines for your organization. Immigration and Customs Enforcement announced increases in fines for Form I-9 violations last year. So make sure all employees with hiring responsibilities in your company have scrapped the old form and are using the new one.
Please reach out to you Innovative Outsourcing Account Manager if you need additional information or if you have any current staffing need. We are hear to help you.
What if you took a “crazy idea” and made it one of the most successful brands the world has ever known? What if you had no idea how to do something but surrounded yourself with the right people to reach that dream? This is what Phil Knight did as he took a love for running shoes and created one of the most recognizable brands in the world.
In his autobiography Shoe Dog, Nike founder Phil Knight weaves an inspiring tale of what began as a “crazy idea” for a class at Stanford and developed into a worldwide apparel bonanza. This compelling story of a young man with a passion to change the status quo and do what he loves is simply inspiring. In this book, Knight weaves his journey of how he turned a $50 loan from his father into a company with annual sales topping $30 billion. The reader is inspired to learn how Knight achieved the improbable, building a wildly successful company from scratch out of his parents’ garage in Portland, Oregon.
The three essential themes Knight outlines in this book can serve as guideposts and inspiration to all types of business leaders:
Cindi Filer, CEO of Innovative Outsourcing shares helpful advice you can use. Second message in a three-part series on performance evaluations.
Performance reviews are important to your business. Over the past few weeks, we have investigated why this is critical, and then also underscored the importance of a great job description as a precursor to the performance review. Now here's how to set the stage for a purposeful and productive meeting.
In your mind, imagine the perfect 45-minute employee meeting. Now fast-forward to the end of that meeting so you can now work backwards to achieve the best structure. Here is how that time should ideally be spent:
- 18 minutes – Encouragement
- 9 minutes – Improvement points
- 9 minutes – Development needs (What do you think they need. What do they think they need.)
- 9 minutes – Self-reflection
Your past performance reviews may not have followed this ideal 40%-20%-20%-20% strategy, but this should be your goal. Here is how to make that happen:
40% is ENCOURAGEMENT
Why should encouragement dominate your performance review time? Surveys find that the primary reason people leave their jobs is because they do not feel appreciated. While we need to give encouragement often, a performance review is a GREAT time to tell your employee what he/she does well, attitudes you like, and skills they possess USING EXAMPLES. (Recognize the time they helped retain a client, or notice the extra time spent on a result-producing project.) When you share these key examples, even if they are small “wins,” it sets the tone for a productive review.
20% is IMPROVEMENT POINTS
"Everyone has room to improve." Begin this segment on a positive note, immediately following your encouragement message. Focus on measurable improvement areas. If something is not quantifiable, (for example, their temperament when things don’t go their way), make sure that you communicate this by providing specific examples. Jointly agree upon a goal for improvement and an expected reevaluation date. If you fail to set and follow though on reevaluating, you may as well not discuss improvement points at all.
20% is DEVELOPMENT NEEDS
Next, discuss what the employee perceives they need most, and include what you feel that they need. Perhaps this includes leadership training, skills training, or being mentored by an experienced colleague or outside source. Following the same improvement points strategy, development goals need to be specifically outlined with expected completion and reevaluation dates. By devoting time and money in training, even inexpensive training by webinars, it shows that you are investing in them. You send a two-fold message: "I want you to succeed professionally, AND I value what your continued development brings to the company."
20% is SELF-REFLECTION
Prior to a review meeting, the employee should complete a self-assessment which will likely mirror many of your thoughts. This self-reflective process is a learned skill equipping the employee to possibly correct future issues even before it comes to a manager's attention. If you need assistance creating an evaluation tool like this, Innovative Outsourcing offers a full range of customized employee evaluation services. If you are designing your own form, consider a section requesting their perspective on overall company performance, what they would do if they were “king for a day,” and how they could be part of an improvement strategy. The responses you receive could be your company’s best “free” consulting advice!
- Performance reviews are important.
- It all begins with a good job description.
- Plan your performance review time proportionately between these four key areas.
Next time, we will talk about who should conduct the reviews and the best timing. In the meantime, I’d appreciate your feedback or questions on this topic. Email me at email@example.com.