There are Always Choices to be Made

Many times, we don’t feel like we have choices when things happen (as they inevitably will in life and in business). This belief is based on an expectation of how things should be. When things don’t go our way, we feel we don’t have a choice or other options. The truth is, there are always choices to be made – it requires getting out of the “I don’t have a choice” or victim mentality, and into being a responsible business owner, executive, entrepreneur and/or business leader.

A business owner was upset that one of his employees wasn’t doing the job the way he wanted to have it done. He had hired based upon his gut and the employee’s previous work experience, and failed to objectively determine job fit within his company’s culture. He believed he only had three options: fire, overlook the issue or attempt more training. Before calling his attorney, he called his business advisor, who recommended using a qualified assessment to objectively see what the real issues were. The results were insightful and he saw that the employee didn’t have the interest to do the job, and the core behaviors to do it the way the owner wanted to have it done. The business advisor next recommended rewriting the job description to focus on the person’s strengths instead of firing! Now, the business owner chooses to use qualified assessments to hire the right person the first time – saving time, money and sleepless nights!

Assess Your Choices

Believe. Adjust your mindset. There are alternatives. This is a must. If you think you can make a different choice, you can. Remember, the choice you make may not be the easiest path for you since it may require selecting different options that don’t meet your initial perception of how it should be.

Brainstorm. Consciously take time to brainstorm, in writing, at least five options. Better yet, brainstorm with your team. Select two viable options. Remember, one option may be to choose to do nothing – in the past this usually has been a default rather than a conscious decision.

Does it work? Now, drill down into each option for workability. (Include the “do nothing” option, if it’s one of the two selected.) Research and determine whether or not each choice will support the vision of your company and ROI, while creating win-win-win outcomes for customers, team members, and vendors. Select one option and put together a focused action plan. Now, move forward quickly to execute before someone gets cold feet. (Note, making choices outside the team’s comfort zone will usually create fear of the unknown. Stay in communication with your team to keep them on the same page.)

Implement. Execution of an idea or plan is never without setbacks. Instead of lamenting it was the wrong choice when a roadblock occurs, complete the “What worked?/What didn’t work?” exercise. (5 Simple Steps to Improve Your Results, http://ow.ly/4nkmFX ) This will help you to determine any new opportunities or pathways to success, or a different resolution for an ongoing issue.

Celebrate. Learn to celebrate the small as well as the bigger choices you make. This builds morale and creates a culture of success-focused ideas and actions.

Remember, life is a journey of choices. Learn how to use them to build on your business success in a positive and proactive manner.

©Jeannette Seibly, 2016

Jeannette Seibly has been helping leaders uncover choices that make positive and powerful differences for over 23 years. As an international business advisor, executive coach and management consultant, she guided the creation of three millionaires and million-dollar results for over 25 companies. Contact her for a free, confidential conversation on how to get the results you want: www.SeibCo.com/contact

Do You Have What It Takes to be a Leader?

Everyone can be a leader.

The qualifying questions are:

  • Are you willing to do the work necessary and step up to be one? Or,
  • Are you waiting until someone taps you on the shoulder to begin? (Hint, it may be a long wait!)

What Does It Take?

Make a commitment. Many people say they want to achieve certain goals in their lives, yet, do not take the focused action steps necessary. For example, they wish to participate in a networking group or on a team project, but fail to show up and contribute.

  • Review your values and goals.
  • Are they consistent? For example, if you have a goal of becoming a millionaire, yet, everyday spend money for lunch, coffee and other items your actions do not support your goal.
  • Make the necessary changes one step at a time. Take one item that you are spending money on and instead invest that money.

Use qualified assessments. These tools provide incredible accuracy and insight into your leadership traits. They also provide objective awareness of how to better communicate, manage and work with others. The challenge is there’s a lot of mischief over what defines a qualified assessment. The bottom line is that a qualified assessment complies with the Department of Labor guidelines for pre-employment use. These tools have significantly higher reliability and validity, and predictive validity, than the other 3,000 tools available in the market today.

  • Select a qualified assessment and a qualified coach. (www.SeibCo.com/contact)
  • Review the results with your coach.
  • Together with your coach put together a project that will help you improve one area. (Hint: putting together a project to listen better will yield poor results. Instead, put together a customer service goal that will require you to listen in order to achieve that goal.)

Be coachable. Behind every leader is a trusted advisor/coach. (Think, Michael Jordan, Steve Jobs, etc.) Also, leaders usually have an industry mentor to help them stay current in their profession and industry. You need to have both to excel as a great leader. The right coach encourages you to do what you need to do, but don’t want to do, to achieve unprecedented results.

  • Select and hire a coach.
  • Select an industry mentor and ask him or her to be your mentor.
  • Put together a 13-week project and goal with your coach and share it with your mentor.
  • Do the work required to make it happen.
  • Blast through those barriers that normally stop you.

Take one day at a time. Every human being has personal baggage. In order to be a great leader, we need to unload it, be responsible for our perceptions of the incident, and have acceptance that the situation happened. Take the time now to get it resolved, one day at a time. It doesn’t get easier as time goes by – it gets harder. Failure to do so, may have you miss out on promotions or coveted opportunities, or, even become unemployed. If necessary, find a licensed therapist to get down to reality and better understand yourself.

Pick yourself up after a failure. Don’t berate yourself for mistakes or failures. Pretending you don’t have any, or are unable to apologize makes others uncomfortable following your leadership. Every great leader has made more than one mistake! The key is, they picked themselves up and resolved it. Now, not later when may be too late.

Everyone has what it takes to be a leader. The million dollar question is, are you willing to do the work to become one?

©Jeannette Seibly, 2016

Jeannette Seibly has been working with leaders as an international business advisor, executive coach and management consultant for over 23 years. Along the way, she guided the creation of three millionaires. Her trademark is her uncanny ability to help business professionals identify roadblocks and help them blast through those barriers to produce unprecedented results. Contact her for a free, confidential conversation on how to get the results you want: www.SeibCo.com/contact

Rev Up Your Bottom Line Using Qualified Hiring Assessments

It’s 2016 and many companies are focused on increasing sales, saving money and improving profitability while finalizing budgets and plans for the year. They will spend a lot of time evaluating equipment and systems to ensure the best ROI. However, they will almost always fail to take the same amount of care when selecting and managing their most important asset—their employees!  As a result, they’ll miss many opportunities to hire the right people, and often lose top talent and customers due to their mistakes, costing them time, money and market share. No matter the size of your company, the biggest mistake is whether or not you are using the right tools to hire the right people.

Cost of Poor Hiring Practices

Many managers know their turnover rate. And, many don’t. Some are proud that it is below industry standard. However, they may not have quantified the financial impact of turnover on their bottom line, or they may be in denial that they can do anything to improve it.

When you take the time required to actually see the real cost of a bad hire, promoting the wrong person or losing a talented employee, you will realize you must objectively assess potential job candidates for job fit, core values and required skills. Using qualified assessments (instead of hiring by gut alone) will significantly lower theft, cost of turnover, workers’ compensation, unemployment and other employment/liability claims when used appropriately.

Why Should You Select Qualified Hiring Assessments?

There are over 3,000 publishers of assessment products in the market. Most assessments do not comply with the Department of Labor’s guidelines for pre-employment use (See: Testing and Assessment: An Employer’s Guide to Good Practices, Department of Labor*). High-quality and qualified tools will have technical manuals (not just a letter from a law firm) to ensure each assessment meets the validity and reliability specifications for pre-employment and selection purposes. Ask for the technical manual and refuse to use an assessment for pre-employment purposes without one. This is one of the key factors in lowing turnover since using a less-than-qualified assessment rarely makes a difference.

Qualified Assessments Are Incredibly Accurate

Not only is using the right assessment of legal importance, using tools that actually have the highest validity and reliability will measure people accurately and objectively—a requirement for predicting future success. People are like icebergs: they only let you see what they want you to see – what you don’t see is more significant than what you do see! The best assessments provide you with the ability to become a laser-like coach while improving your selection process and reducing costs.

Remember, any tool, system or process used during the hiring or promotion process must comply with pre-employment requirements.

When you select the right qualified assessments and use them as directed, they work and will positively rev up your bottom line in 2016 and beyond.

©Jeannette Seibly, 2015-2016

*Contact SeibCo for a copy of the DOL regulations @ http://SeibCo.com/contact

Source: Hire Amazing Employees, Chapter 11, “Assess for Job Fit—Use Qualified Assessments,” http://BizSavvyHire.com

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she guides the creation of new solutions for business challenges and is the author of Hire Amazing Employees (http://BizSavvyHire.com). Check out her website: http://SeibCo.com or contact Jeannette at http://SeibCo.com/contact.

Do you need caffeine to do your job?

 

“Your best performance of today must become your normal performance of tomorrow.” James Arthur Ray, author of the book, Life Unleased: A Blueprint for Ultimate Human Performance

 

According to a Gallup poll, over 71 percent of us get up every morning and go to jobs we hate.

Having a job you enjoy, engaging in work responsibilities that keep you awake and excelling in your career is a gift to you, your family and your employer! It reduces the ever-present need for caffeine to stay awake. It also helps you avoid boredom and surpass your norm—which can be very inspiring to you and others!

5 ways to stay off the caffeine

How can you use your current position to build a career that fits you and provides a positive difference in the quality of your life—professionally and personally?

  1. Learn the basics of the job, company and industry. Many of us fail to learn the basics of any job assignment. The key to learning any job is drilling down to the finer points. This requires rolling up your sleeves and not hovering at 30,000 feet. By doing so, you will uncover new opportunities and be able to incorporate technology to make the job easier and create new efficiencies. Don’t forget to inquire about the legal ramifications, P&L, ROI and other business metrics, and other important data required to make better decisions. Learn how to use this information effectively and communicate it appropriately—it will advance your career quickly.
  2. Build on the basics to develop mastery in your work—however beware of jumping from 0 to 100 and skipping all the steps in between. Learning your job is a process, and overestimating your skills and knowledge will create internal chaos and stress for you and others.
  3. Get out of the office and become a business partner. Meet with others during their coffee break. Never eat lunch alone. Set up one-on-one meetings. Interview other employees and management about how to improve the services and quality your department provides to achieve the company’s mission and vision.
  4. Network outside your company and develop a reputation of being the go-to person. Get to know others in your profession and industry, including their challenges and solutions. This will keep you out of “know-it-all” thinking that is often internally bred and can derail future career choices and options.
  5. Join a trade or professional organization—attend meetings and participate in events. Talk with others to expand your thinking and how to address ever-present issues and develop new solutions.

Ensure you’re on the career path that fits you and prepares you for future opportunities

The Pathway PlannerTM, based upon the world’s largest validation and reliability studies, uses the same assessment information that thousands of companies use to hire. (For more information, contact http://SeibCo.com/contact.) This educational and career planning tool helps people discover what career possibilities best suit them at any age (16++). The key, like anything, is taking action and learn about different career paths that may fit. SeibCo provides the how-to in the book It’s Time to Brag! Career Edition, (Time2Brag.com). This book also includes networking and interviewing advice for success.

To get career fit, contact SeibCo today: http://SeibCo.com/contact

To purchase the book, It’s Time to Brag! Career Edition, go to http://Time2Brag.com 

Jeannette Seibly is an award-winning and internationally recognized business advisor. For the past 23 years, she has helped thousands of people work smarter, enjoy financial freedom, and realize their dreams now. She has an uncanny ability to help her clients identify roadblocks and help them focus to quickly produce unprecedented results. Each client brings their own unique challenges; Jeannette’s gift is helping each one create their success in their own unique way. Along the way, with her commitment she helped create three millionaires.

Hiring biases cost you money.

Today, many recruiters are complaining about not finding qualified candidates. Yet candidates with the credentials and required experience never hear back after applying for opportunities. Or, if they are interviewed, they’re told they are overqualified, don’t have a particular skill set, or don’t have the right pedigree (e.g., industry experience, professional titles, salary history, etc.).

Age does matter. Although the EEO and other agencies frown upon age discrimination, we all know it happens all too often. Recruiters are simply following edicts from their bosses to find someone younger and cheaper. They don’t know how to “sell” a qualified candidate to these bosses. Bosses and recruiters don’t believe they have the time to strategically assess what is truly needed and are unwilling to think outside the box to find the gold. Statistically, younger employees are more job-mobile and will leave a position when more qualified ones will not. More-experienced employees have been through the instability every company experiences and have learned to roll up their sleeves and wait it out.

Here’s a newsflash: Amateurs don’t save companies money! A well-qualified professional who fits the job, regardless of age, can normally do it faster, more thoroughly, and with better quality than someone without experience. The failure by hiring managers to objectively assess for job fit by using qualified assessments can hinder your company’s ability to select the right employees. The truth is poor job fit will create short-term employees or employees who simply do enough to get by and keep their paychecks but no more. It’s a costly status quo with a limited return on investment, because it keeps your company focus in a reactive mode, not on proactive growth.

Filter and invest. Infuse objective data into the process upfront, before the interview, because quality information will make for better decisions. Interviews are inherently biased and can filter out well-qualified candidates because of bias factors (e.g., age, weight, tattoos, gray hair, bald, etc.). Example: If you’re looking for a trainer and have candidates who have done training, talk with them. Use a qualified assessment to determine if they have an interest in presenting the subject matter required. What training and skill development will they need over time? Will they be comfortable in small or large groups? Can they write training content or do they rely on off-the-shelf programs? What will be the best return on investment for the company in the long run? What other skills are currently missing in the company that they can provide?

Remember, using qualified assessments can make a huge difference in vetting the right people, regardless of experience. Hiring qualified people, regardless of age and other biases, and investing in them builds a stronger company faster.

(c)Jeannette L. Seibly, 2013

Emotional hiring can be dangerous!

Many executives are good decision-makers or they wouldn’t have the title. However, many are so busy that they fail to listen during interviews unless the candidate says the right things. Then their impulsiveness and impatience kicks in and they hire people that “feel like the right ones”! Hiring based on intuitive powers may sound great, but in reality it is an excuse for not using a strategic hiring system.  

Anytime you hire someone who doesn’t fit all the necessary job requirements but has the likeability factor, you’re doomed for failure. Frequent job-seekers—people with backgrounds to hide and manipulative types—have honed their interview skills well! They know what to say and how to sell themselves to get a job. They know how to be likeable.

Infuse objectivity early in the hiring process. (http://wp.me/p2POui-nj ) This will significantly reduce the possibility of interviewing these types of job candidates and falling into the emotional hiring trap. Use a structured interview process, qualified assessments, and due diligence. Call those references! (Learn how to hire the right person. Get your copy of Hire Amazing Employees, Second Edition. It could save your own job!  http://BizSavvyHire.com)

(c)Jeannette L. Seibly, 2013

Do you believe you’ve mastered the art of skimming resumes?

Many HR professionals and recruiters falsely believe they’ve mastered the art of skimming resumes. The sad truth is they miss out on many great candidates. Although job candidates do have a responsibility to learn how to sell themselves (http://TimeToBrag.com), reliance on reviewing hundreds of resumes with our inherent biases and limited analysis skills will not attract the right people to our enterprises. Learn how to infuse objectivity early in your hiring process and you’ll increase your qualified candidate pool while achieving better hiring results. (See: Easily Infuse Objectivity Early In Your Hiring System: http://wp.me/p2POui-nj)

(c)Jeannette L. Seibly, 2013

GPAs are not good success predictors

Many companies today rely on applicants’ GPAs from high school or college as an objective indicator to predict their success on the job. Unfortunately, knowledge does not mean you know how to use information effectively in a business setting. There are street-smart individuals with lower GPAs who will trump those with book smarts in achieving the intended results. Why? Many street-smart people know how to work with and through others to solicit the 90 percent of information not found in books or on the Internet. Using qualified assessments can objectively help you determine if a person’s thinking style will fit the job you need to have done. (http://BizSavvyHire.com)

(c)Jeannette L. Seibly, 2013

Do you hold your hiring managers accountable?

Very few companies manage their hiring processes by holding their hiring managers accountable. Instead, they experience high levels of turnover and increased difficulty finding qualified candidates because managers reliance on gut reactions or play the blame game.  Neither will resolve systems or bias issues when new employees fail. What would happen if instead your hiring manager’s compensation was tied to employee turnover and performance? A bad manager would either step aside or improve in order to create an environment for employee success. (http://ow.ly/mL7n0 (Bad Managers eGuide)) They would improve their use of qualified hiring tools to ensure the best objective information is being utilized and reviewed to ensure laser-like coaching for employee success. (http://BizSavvyHire.com)

(c)Jeannette L. Seibly, 2013

Do your employees feel safe?

With white-collar crime and substance abuse on the rise, the chances of your company hiring co-workers and bosses with different sets of values has greatly increased. Poor hiring practices will cause your employees, clients, and vendors to distrust you and your company. The good news? Poor hiring practices can be changed! Although the results derived from using qualified hiring tools and processes cannot guarantee 100 percent success, objective information will always improve your selection decisions. Remember, as a business owner and/or executive, you have a fiduciary responsibility to protect your employees, customers, proprietary information, tools, and communities. (http://BizSavvyHire.com)

(c)Jeannette L. Seibly, 2013