How To Develop The Next Generation Of Company Leaders

By David Shaffer, MBA, Sr. Consultant

Finding and keeping great employees is getting increasingly hard. Your company’s ability to fight and win the ongoing talent wars hinges on your most important asset: your leaders.

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According to research in the Harvard Business Review, “Leaders who prioritize relationships with their employees and lead from a place of positivity and kindness simply do better, and company culture has a bigger influence on employee well-being than salary and benefits (“The Power of Healthy Relationships at Work,” June 21, 2022).

When it comes to attracting and retaining better employees, it comes down to leaders fostering positive relationships at work. But positive leader-employee relationships do not happen by chance.

Most managers weren’t born knowing how to create those positive relationships. But your organization should not suffer while your leaders learn by trial and error. In an age when there is an ever-escalating war for the better employees, it has never been more important for a business to invest in developing leaders.

This is why CEOs of privately owned companies in the $5 million to $100 million in revenue range and division heads of global organizations need to make sure to invest in training managers.

In other words, so one day they can confidently turn over the day-to-day management of the company to the next group of leaders. Here is a comeback story of a business owner who did just that.

How Fred Developed New Leaders

This is the tale of a 48-year-old business owner named Fred (not his real name), who created a small manufacturing company with annual revenues north of $5 million. On a personal note, Fred was a spiritual man who enjoyed being an active volunteer at his church.

On the job Fred had faith in his people and believed in them to work issues out. Unfortunately, that led to him being a victim of undeserved misfortune, His people loved working for Fred and knocked themselves out for him; however, as the adage states, haste makes waste.

Fred’s business problem was wasteful rework costs in excess of 35%, which meant that millions of dollars of the products required rework. That’s a tremendous amount of dollars that had to be absorbed by the business on a regular basis.

When Fred invited me in, I did an assessment to determine the root causes of the troubles. On the basis of that review as well as doing the LCS in-depth work style and personality assessment, we identified two solutions that needed to be implemented.

“On top of the rework nightmare, sales are dropping like a stone because all of the sales are being funneled through me, and I am totally consumed by the rework issue,” said Fred. “My sales team has been reduced to being order takers, not order generators. These are good people, and I do not know what to do.”

“We can fix this, Fred,” I told him. “It’s not going to be easy because you have some blind spots. You need to make some changes, but we can tackle the two needed solutions together.”

The first solution was a lean manufacturing process, which included quality control checks throughout the manufacturing process. That way, they could identify potential defects right at the point of the defect rather than at the end when it’s delivered to the customer.

By Mihai Surdu

That may sound like a very simplistic thing to do. However, understand that within the operation, there was a need to develop leaders who understood how to schedule the projects, communicate the goals to their team, and resolve issues with the people.

We conducted workshops for each of the shop supervisors, plus the shop foreman. We also brought in the sales team to talk about effective communication between sales and operations so that we could identify where time was being spent.

The second solution was to turn over the reins to the next generation. Eventually, we removed Fred as the owner from the day-to-day operations and put in place an executive team that included sales management, supervisors, shop foremen, as well as accounting to meet on a daily on what are the issues. We also did our LCS team building program, which includes using our LCS in-depth work style and personality assessment for the staff members. This provided me with insights into how to get the most from the team members as well as with helping them to bond and communicate with each other at a whole new level.

The net result was that the rework was reduced to 5% from 35%, and sales rose by 15% because now sales were not having to deal with the quality issues that were affecting sales. And here’s the kicker, Fred was a happier owner because it allowed him more volunteer time to lead bible study sessions at the church.

Seven Steps To Develop The Next Generation

With Fred, we followed these seven steps:

Step One. Maintain the mission, vision, and values that are a part of the company. The journey begins with an assessment of the DNA of the business.

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Step Two. Recognize the strengths that each person brings to the company. Leadership is not a birthright; it is about potential. So, test your people to assess leadership potential. Conducting in-depth work style and personality assessments can be extremely useful.

Step Three. Understand that leadership is something that is developed. Know this: leaders are not born; leaders are trained. Never has a baby been born, and the doctor slapped his or her bottom and declared, “Now here is a future company president.” Certain positive traits develop during a person’s life, which is a gift. But just relying on gifts and not training future leaders is a bad option for small-to-midsized companies.

Step Four. Dispel the belief that the best performers make the best leaders. Don’t make the classic blunder of just thrusting top performers into leadership roles. That is a 50/50 proposition at best. Once, I was a director of business process improvement and information systems consulting at one of the big accounting firms. The philosophy within the CPA firm was that you took your top-performing senior managers who were outstanding in doing tax returns, and you, therefore, promoted them to partner. Then we came to the realization that they don’t know how to be good at business development, a key requirement of a partner.

Step Five. Allow for creativity yet stay within the values of the company. People are not robots. And nor would you want them to be.

Step Six. Train leaders throughout all levels of management or job responsibilities. If you think training is expensive, then look at the costs of not training. Trained leaders make it easier for the company to fill jobs with the right people, retain top talent, and keep employees fully engaged. Today this is no easy feat, and paying more in wages and benefits is not the answer.

Step Seven. Introduce accountability and taking responsibility. Are you familiar with the “Miracle on Ice” with the US hockey team winning the Olympic gold medal in 1980? The underdog US team beat the Russians and made it to the finals to win it all. But if you really dig into the analysis of what happened, the coaches of that team took a bunch of individuals that were stars at different levels and molded them into a team. They achieved their goal of winning a gold medal by introducing accountability and taking responsibility.

Use A Three-Phase Approach

To optimize success, companies use a three-phase approach:

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Phase One. Company Assessment And Understanding. This starts with meetings with executives and ownership to understand the company’s mission, vision, and values. Then comes outlining a key strategy for transition and personnel development. Follow this with preparing an objective assessment of the current environment, including gaps analysis to reach the desired structure. Next, we need to get everyone on board with the changes, so we prepare a presentation for review with key personnel.

Phase Two. Conduct A Workshop On Leadership And Accountability. Begin by reviewing components of leadership. Next, cover how to create an environment of accountability. Then cover the characteristics of effective communication. This is followed by a discussion of setting and achieving goals by leveraging talent and reaching individual potential. Lead the group to understand how to achieve team effectiveness. Nothing is ever smooth, so cover how to handle and resolve conflict. Finally cover the most effective means of coaching.

Phase Three. Continued Follow-up. This is not a case of setting it and forgetting it. Schedule one-on-one coaching sessions. Conduct group meetings to share experiences. And celebrate milestones that measure achievement.

Summing It Up

In my experience, privately owned companies are looking to put in place the next level of leadership within their company.

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The main goal is to allow the existing ownership to be able to have appropriate leaders developed within the organization that allows for the owner/manager to extricate themselves from the day-to-day business and still be in a position to provide high-level feedback on what’s going on within their company.

If you are open to a conversation about how to develop your next generation of leaders, or how our in-depth work style and personality assessment could help your team, please contact us at 310-453-6556, extension 410 or email us at pattyc@lighthouseconsulting.com and our website is www.lighthouseconsulting.com.

David Shaffer is our practice head for our Business Consulting For Higher Productivity Division for our ERP, M&A and process improvement practice. He is recognized for his ability to effectively integrate all aspects of the business, including financial management, information systems, infrastructure, sales management, sales strategies, and operations. David assists companies from planning through operational and business process improvement opportunities to the selection and integration of management information systems solutions. His range of company support includes start-ups through Fortune 500 firms.

Lighthouse Consulting Partners, LLC

Testing Division provides a variety of services, including in-depth work style & personality assessments for new hires & staff development. LCP can test in 19 different languages, skills testing, domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication.

Business Consulting for Higher Productivity Division provides stress & time management workshops, sales & customer service training and negotiation skills, leadership training, market research, staff planning, operations, ERP/MRP selection and implementation, refining a remote work force, M&A including due diligence – success planning – value creation and much more.

To order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”, please go to www.lighthouseconsulting.com.

Permission is needed from Lighthouse Consulting Partners, LLC to reproduce any portion provided in this article. © 2024

 

Preventing Burnout in Today’s Environment

By Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC

Could employee burnout impact your company?

Burnout that causes companies to lose great employees occurs when your workers experience too much stress for a prolonged period. The employee is left feeling mentally, emotionally, and physically exhausted. Not only that, your employees are less productive at work, show reduced concern for others, and are more likely to miss work.

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Burnout is no doubt tied to stress, and workers in the United States are some of the most stressed employees in the world. That’s according to the 2022 Gallup State of the Global Workplace report, which captures how people are feeling about work and their life.

Surprising statistic: U.S. and Canadian workers, whose survey data are combined in Gallup’s research, ranked highest for daily stress levels of all groups surveyed. Some 57% of U.S. and Canadian workers reported feeling stress on a daily basis, up by eight percentage points from the year prior and compared with 43% of people who feel that way globally, according to Gallup’s 2021 report.

Too much stress at work and home leads to burnout, which can be defined as lower psychological and physical wellbeing, as well as dissatisfaction, and employee turnover.

This stress spike isn’t surprising to Jim Harter, Gallup’s chief workplace scientist, who told CNBC that “rates of daily stress, worry, sadness and anger have been trending upward for American workers since 2009. Concerns over the virus, sickness, financial insecurity and racial trauma all contributed to added stress during the pandemic.”

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There is also a side effect called “quiet quitting.”

According to the newsletter The Daily Skimm, quiet quitting is “when employees quit going above and beyond what they’re paid to do. The pandemic blurred the lines between home and work — leading to burnout. And many have felt stretched thin by doing more than one person’s job, especially during The Great Resignation. On top of that, employees have become frustrated with the lack of growth opportunities and little pay.”

Quiet quitters are still doing their jobs, but common side effects of quiet quitting include: no more staying late after work, no more attending events like virtual lunches, and no more doing anything beyond the job description.

How To Spot Burnout

“Burnout looks like extreme exhaustion paired with low engagement, high hopelessness, poor motivation and limited efficacy,” says Colorado therapist Carrie Johansson, PhD, author of the book Self Help On The Go.

Helping companies prevent employee burnout is a critical element to employee retention and performance, says Johansson.

“Balancing challenge with breaks, prioritizing values and purpose in work, and encouraging employee autonomy all help keep employees engaged and motivated to perform,” says Johansson. “Employees should be encouraged to use cycles of effort interspersed with rest, to have systematic self-care strategies in place and to connect with fellow employees to stay actively engaged and connected in their work.”

Doug Clute takes a pragmatic view of burnout. Clute is a human capital consultant who provides Lighthouse Consulting Services clients with his insight accumulated in over 30 years as a human capital management executive within four different industries on an international scale.

“Typically, there is a bit of cynicism on the part of the employee when they’re experiencing burnout,” says Clute. “The employee’s mindset is: ‘I’m working so hard, but what difference does it make? Whether I do a good job or not, I don’t see how my role is connected to the bigger whole.’”

Clute says the misalignment piece of the puzzle needs to be addressed.

“Sometimes it’s important for companies to create what I like to call it a buddy system,” says Clute.

Clute says oftentimes new employees get assigned a sponsor for a couple months. They have lunch, touch base, but eventually that relationship dissipates after 90 days. Assigning employees in danger of burnout with a buddy could retain a great employee.

“The buddy must be a friend as well that can hold the employee in check when they’re too invested at work and are turning a blind eye or not paying much attention to their personal life,” says Clute.

The field of neuropsychology offers other clues on how to assist employees struggling with quiet quitting or burnout.

“Combating burnout sometimes means not following common success advice,” says neuropsychologist Steve Swavely, PhD, author of the upcoming book Optimal Team Performance. “For example, ‘Eat your frog first thing’ is an adage about tackling your toughest challenges first thing in the morning. It has some merit, but not if you’re combating burnout. A better approach is to tackle some small challenges early to experience the satisfaction of success. This causes the brain to release a host of neurochemicals that lift your mood, and your capacity to tackle more difficult challenges. Save the frog for lunch.”

What Can Employers Do

“We are working on one engagement right now with an organization where they brought us in to help a junior leader develop their leadership skills and learn how to balance their life,” says Patty Crabtree, a senior consultant with Lighthouse Consulting Services. “This junior leader over commits to everything and says yes to everything. The company brought us in to help that person understand how to put boundaries in place, which is really critical. The senior leadership team wants to grow this individual so that they can step up in their role.“

Without this coaching, it is easy to see how this junior leader with great potential could be lost to burnout.

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“The big lesson here is that as the world moves more and more toward this virtual remote environment, leaders need to be more thoughtful in the way they engage their staff,” says Crabtree.

Here are three actions employers can take:

Hire Better. Improving hiring and talent development through in-depth work style and personality assessment tests is a great start. Take more time scrutinizing candidates who apply for leadership roles, identifying their empathy, emotional intelligence and ability to perform under pressure.

Train Better. Use personality assessments for the basis of team building. Good leaders must learn how to shield employees from unnecessary stress. Sometimes through training we discover we hired the right employee for the wrong job. Understanding preferred work styles goes a long way to improving retention and productivity and decreasing burnout and quiet quitting.

Communicate Better. In-depth work style and personality assessments give managers and employees a common language about how they like to interact. When people use their strengths, they feel more competent and engaged. Staff are less likely to experience high levels of burnout when they decide on how and when they complete their work. Supporting and recognizing good work reduces stress while promoting a sense of belonging.

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As the work world shifted from workplace to working from home to now returning to a workplace, everything is not just going back to the way things were. ”That’s not reality,” says Crabtree. “When you make this change in this new environment, you need to really work and be thoughtful in designing that way that environment’s going to work.”

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2022

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your business.” They do this through the use of in-depth work style & personality assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication, stress & time management, sales & customer service training and negotiation skills as well as our full-service Business Consulting Division. Dana has over 30 years of business consulting experience and is a nationally renowned speaker and radio and TV personality on many topics. He is the co-author of the books, Cracking the Personality Code, Cracking the Business Code and Cracking the High-Performance Team Code. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style & personality assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication, stress & time management, sales & customer service training and negotiation skills as well as our full-service Business Consulting Division.

Correct your Sales Oversight: Where are the GAPS?

By Patrick McClure

CEOs, board members, and sales leadership are often faced with a terrible dilemma: how to accurately evaluate sales performance without having much experience or preparation for the task! Unless they came up through the ranks “carrying a bag”, they wouldn’t have the experience or skills needed to properly diagnose the efficiency and effectiveness of their sales team.

Too many, measuring sales performance is similar to Voodoo or guesswork. What should we look for? How can we benchmark our team against the competition? What factors should we examine? Are we fooling ourselves about our sales performance, just taking everything for granted? How can we evaluate —with accuracy – where we really stand?

Sales Diagnostics

Before a full GAP Analysis is performed, it is useful to perform a quick assessment of your sales organization’s Health. Using a unique and proprietary Sales Performance Diagnostic tool, we can accurately assess how your sales team stacks up against the “best of the best” in three key areas:

1. Sales Leadership
2. Forecast Accuracy
3. Drive for Improvement

The results of this assessment often result in an immediate boost in sales performance because the mystery of why sales are down has been narrowed to specific areas. Which of these critical areas were deficient, and where should management be spending their time correcting, coaching, and improving performance?

Gap Analysis

After the Sales Diagnostic has been performed, you are ready to move into the full GAP Analysis, which will give a more complete and company-wide view into Sales & Marketing.

The GAP is performed to review and analyze the current sales operational processes and performance, determines the process and performance required to achieve a desired level, and develops and recommends alternative solutions to eliminate the gap between the current and desired position. Three aspects of a business need to be considered during a GAP:

1. Current performance environment
2. Desired performance environment
3. Skills and processes required to implement the desired outcome

Gap Analysis Methodology

To establish the baseline data, our team works closely with management and key executives to develop an interview schedule and key questions for all stakeholders and key groups involved in the operation (internal & external). During the data-gathering phase of a Gap Analysis, we focus on the following critical areas:

Gap Analysis of Current & Desired Performance Environment

Business Environment and Needs
Product/Service Offerings
Market position — Strengths & Weaknesses
Core Competencies/Key Values Delivered
Target Markets
Sales Performance & Analysis
The Competitive Environment
Desired level of performance and skills required

Gap Analysis Deliverables

The original survey data is correlated and analyzed, comparison is made with industry benchmarks and competition, and the final report is prepared and delivered. Highlights include:

Develop and Document the Optimum Selling Process
Skills Required for Desired Outcome
Identify the organizational structure required
Recommend appropriate Sales methodology
Sales Performance Measurement
Recommended Program of Training & Coaching

Benefits from a GAP Analysis

There are several benefits companies experience from this valuable service. The most relevant benefits include the following:

An accurate assessment by a sales performance expert with detailed findings and recommendations
All the “sacred cows” become visible
An outsider can ask the difficult questions and avoid the internal politics and posturing
The GAPS are exposed, and it is now possible to write a sales plan that will be effective.
Our methodology highlights Best Practices and we can fairly evaluate where your company meets or exceeds
Corrective actions are now effective, since they are targeting the real problems
An effective training program can be developed to reskill your team and arm them with the latest tools & techniques
Sales processes and procedures can be revamped for maximum effectiveness

When the key recommendations from a GAP are implemented, your sales efficiency and effectiveness will surge, and revenue and profitability will soar……in a very short time!

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2022

Patrick McClure is a Master Sales Coach, expert in Selling Across Generations and a Sr. Sales Consultant for Lighthouse Consulting Services: – Over the past 30 years, Patrick has trained salespeople and managers to drive breakthrough sales results using innovative and practical techniques. He has a knack for reducing the most complex problems to utter simplicity and showing his audience exactly how start winning new clients. During his corporate career, Mr. McClure sold over $250 MM worth of products and services at corporate giants such as IBM, Hitachi Data Systems, EDS and Digital Equipment. He is a black-belt master at selling complex business solutions to C-Level executives, and today he will share his secrets with small companies hoping to crack into the Fortune 1000. As the author of 3 books on selling, Patrick passionately and patiently serves up his wisdom to readers, clients, and audiences. He caters to both small and large firms seeking to close more business. You can contact Patrick at patrickm@lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style & personality assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication, stress & time management, sales & customer service training and negotiation skills as well as our full-service Business Consulting Division. To order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”, please go to www.lighthouseconsulting.com.

 

The Promise and The Pitfall Of 360-Degree Surveys

By Dana Borowka, MA

Famed management author Ken Blanchard says feedback is the breakfast of champions. Psychologist Dr. Joyce Brothers said listening, not imitation, is the sincerest form of flattery. Super successful CEOs like Bill Gates say we all need feedback because that is how we improve.

The natural desire to improve the performance of leaders through feedback gave rise to the popularity beginning in the 1990s of 360-degree feedback surveys. The objective of using these surveys is to create high-performing organizations by tapping into the collective feedback of many colleagues rather than just a top-down approach.

That is the promise.

But there is a danger. The amount and level of training of those providing 360-degree feedback can impact the level of accuracy of the feedback. Without guidance from a trained professional, bias may distort the value of the feedback.

And that is the pitfall. But there is a way to avoid this feedback peril.

“Naturally to some degree people are resistant to feedback,” says Tom Drucker, MA, who helps Lighthouse Consulting clients debrief 360-degree survey results. “We all have defenses against feedback, so the feedback needs to be mediated by someone who is trained to do this.”

Drucker received his master’s degree in Clinical Psychology from UCLA while working with and being mentored by famed psychologists Viktor Frankl and Abraham Maslow. He went on to pursue his PhD at UCLA’s business school where he studied change management, operations research, anthropology, linguistics, and behavioral science. His unpublished dissertation focused on how leadership styles affected the success of long-term organizational change.

That varied background comes in handy when he debriefs leaders on their 360-degree survey results.

“My job has always been to talk to each person and debrief their results with them,” says Drucker. “I’m a trained clinical psychologist. I had a practice for a number of years before going into the business world.”

Also called multi-rater surveys, a 360-degree feedback is a process through which feedback is gathered from an employee’s supervisors, subordinates, and colleagues, as well as a self-evaluation by the employee themselves. The 360-degree survey can be contrasted with downward feedback from the boss or upward feedback delivered to managers by subordinates.

In Drucker’s view, the worst-case scenario is to just grab some 360-degree survey tool from the Internet and let the recipients interpret the feedback from the various people on their own. Just because a survey is cheap and easy does not make it the best approach.

Drucker says when successfully implemented, 360-degree feedback can be a game-changer for a business. These surveys can initiate positive changes and provide more accurate performance reviews leading to accelerated professional growth.

“When I review the results with those being assessed, I have very authentic conversations with people about their strengths,” says Drucker. “Then we talk about what is getting in their way. This leads to helpful conversations about what they should start doing, stop doing and continue doing. This is a transformative conversation for many leaders.”

This is similar to what Lighthouse Consulting Services has found to be true when we work with companies who want to improve hiring and talent development through in-depth work style and personality assessment. You can learn how your people and candidates are wired in order to hire the best and understand how to proactively manage individuals.

But to get full benefit, you need to be debriefed on the assessments by trained professionals. We assist clients by providing the leading in-depth work style and personality assessment and then utilizing our insights and assessment knowledge to best interpret the results.

Before using 360-degree surveys, some people want to know the origins of the approach. It all began around 1930 when military psychologist Johann Baptist Rieffert developed a methodology to select officer candidates for the German army. The jump to the business world occurred in the 1950s when the Esso Research and Engineering Company gathered information on employees, which arguably is the first recorded business use of the technique.

From there, the idea of 360-degree feedback gained momentum, and by the ‘90s most human resources and organizational development professionals discovered the concept. Today, studies suggest that over one-third of U.S. companies use some type of multi-source, multi-rater feedback like a 360-degree survey.

“A 360-degree survey has two parts,” says Drucker. “The first part is analytical, and examines how frequently certain behaviors occur, like leaders asking subordinates ‘how can I do my job better to support you?’”

The meat of this section of the 360-degree is getting statistically valid data on observable behaviors and the impact those behaviors have on their boss and others.

“The second part are open-ended questions, such as ‘what are the strengths of the leader?’ and ‘what are you afraid to tell the leader?’” says Drucker. “We spend a fair amount of time debriefing answers to those types of questions.”

Drucker says it is important that the feedback is anonymous.

“This is a way to see yourself as others see you, as the poet said,” notes Drucker. “Sometimes the feedback can be empowering. Other times it can be unsettling. As a clinician, I’m able to help people process the feedback even on Zoom calls.”
Without help in the debriefing, the part of the brain that produces threat responses might get triggered and derail the value of the feedback process.

“We’re all human beings, and we all have this almond-shaped gland in the brain called the amygdala, which triggers fear and can cut off any kind of logical, creative thinking,” says Drucker about the natural fight, flight or freeze response that triggers our bodies feeling anxious and afraid.

Drucker, who became a neuroscientist about 20 years ago, says the amygdala is what helped our ancestors survive in a hostile world. There are natural biochemical reactions we can thank for our being on the planet today.

“Feedback can be very upsetting which triggers a fear response in the brain,” says Drucker. “I have had clients become depressed because the information was so uniformly negative. However, 95% of all written feedback reflects the observer’s respect for the leader. Their words are intended to inspire positive change.”

Without someone to help process the information, it can be overwhelming. But it does not have to be.

Drucker began consulting after spending 15 years as a senior executive in Human Resources at Xerox Corporation. His experience at Xerox provided him with a global business perspective and refined his personal skills in leadership and management. He has developed unique methods for coaching successful leaders as they grow their organizations. He is also very proud to apply these same business tools to nonprofit organizations and community institutions like schools, hospitals, and law enforcement agencies.

Drucker says the 360-degree survey and professional feedback is not just for the Fortune 500 but can help organizations of all sizes.

“When professionally conducted and interpreted, the results can be significant,” says Drucker. “Without a trained professional, the value of their results is severely diminished.”  If you are open to a conversation about a 360-degree survey process or how our in-depth work style and personality assessment could help your team, including pricing and the science behind the tests, please contact us at 310-453-6556, extension 403.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2021

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your business”. They do this through the use of in-depth work style & personality assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication, stress & time management, sales & customer service training and negotiation skills as well as our full-service Business Consulting Division. Dana has over 30 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He is the co-author of the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”. To order the books, please visit www.lighthouseconsulting.com.

Tom Drucker, MA is a Senior Lighthouse Consultant and works with leaders to achieve business success by leveraging the strengths of their people and overcoming the very human yet often unseen obstacles that get their way. Tom has well over 30 years of experience working with Fortune 500 companies, mid caps and start ups.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style & personality assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication, stress & time management, sales & customer service training and negotiation skills as well as our full-service Business Consulting Division.

For more information, please visit our website, www.lighthouseconsulting.com to sign up for our Open Line webinars and monthly Keeping On Track publication.  If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Hire Right The First Time: Are You Tired of Not Knowing Who You are Hiring?

By Dana Borowka, MA

In this day and age, making the wrong hiring decision can cost a minimum of 2-3 times the annual salary! That’s a high price to pay, and it’s a conservative figure when you factor in the emotional pressures of training, evaluation, termination and then starting the hiring process all over again.  By refining your hiring process, you can turn hiring into a profitable and successful venture.

Creating An Effective Recruitment Program

There are several steps to creating an effective recruitment program. The first starts with the basics – the job description. Many companies don’t even have job descriptions for their bizmen on moneypositions and that’s one of many hiring pitfalls. It’s very difficult to describe a position to a candidate, without having it completely defined. The next problem with job descriptions is that they are usually not definitive enough. It’s important to detail the expected job performance outcome, and be very specific in what is needed and expected. The job description should have 30-, 60-, 90- and 180-day objectives, so the candidate has a clear understanding what is expected for the job. Be sure to review and update job descriptions regularly, as company needs and expectations for a position are bound to change.

The next step is to define where to recruit candidates or target your recruiting process. Now that you have an idea of what you need and expect for the position, where do you find this treasured person? There are many resources: Referrals, recruiters, ads, college placement centers, .com listings, etc. Of course, referrals are usually one of the best sources for candidates and giving out the job description to business associates and friends may reveal the perfect candidate. When working with recruiters, it is very important to be as specific as possible to avoid your time being wasted with unqualified candidates.

According to Arnie Winkler of the Northwest Public Power Association, “Organizations must be specific in understanding what they want in technical competency, cultural fit and behavioral characteristics.” The same is true for ads so that the ad is as definitive as possible. College placement centers are not only good for recruiting college grads, but usually have facilities to list positions that require extensive experience too. They can be especially helpful if they are in close contact with the alumni association.

In today’s environment, we all need to do more than just post an ad. An example of this would be if you post something with a university. The next step would be to reach out to the dean of the department and any clubs or fraternities or sororities on campus. The schools want to help their students get placed so you just need to reach out and ask and then follow-up… follow-up and follow-up again. This is the nature of our environment today. Everyone needs to think outside of the box as to where to find the candidates then be very proactive to find the just right person that you are looking for. Also, never wait until the need arises – you need to have a pro-active recruiting program year round. If you haven’t read the book,“You’re Not The Person I Hired”, please get a copy. It’s the bible of hiring and is filled with ideas that will help for the full recruiting cycle.

Resumes & Interviews

Soon in your hiring process, you will be faced with a big pile of resumes. Look for resumes that are specific to your needs and notice the presentation style, which will tell you athe interview great deal about the candidate. It is helpful to decide what the priorities are for the position and look for those first in the resumes. Once you have settled on a few resumes, we suggest the two step approach to interviewing. The first is the telephone interview, which can save you valuable time and effort. Ask the candidate a set of specific questions, such as: Why are you interested in this position? Please describe three key attributes that you have to offer to our company? Give me one significant program that you had an impact on in the last six months? Listen carefully to the candidate to see if the response fits the job description. This process allows the candidate to earn a face-to-face interview.

When interviewing in person, it is important to listen and not let emotions take over. The candidate should talk about 80 percent of the interview and the interviewer only 20 percent. The goal for interviewing effectively is to note their thinking patterns, and not get caught up in appearances, impressive schools or companies. During the interview, questions that are more specific are helpful in making successful hiring decisions. Some examples are: What significant impact have they had at three or more companies on their resumes – ask for specifics, percentage of change; Please describe in detail what brought about the change; What was their process, from A to Z? and ask how the candidate would handle a specific problem that you have seen in the position.

Reference Checking & Work Style Assessment

Once a candidate has been selected to be hired, then the most difficult part of the hiring process begins – reference checking. Most firms find professional organizations helpful when making background checks. We highly recommend doing a very thorough check including verifying education, job history, criminal (local, state and federal) and credit if it applies. Background and reference checks should be a part of your hiring process.

Yet, as the old saying goes, “You never know someone until you work with them, travel with them or live with them”. Through in-depth work style and personality assessments, you can reduce the possibility of making a hiring error if the appropriate assessment is selected.

When researching profiles, here are some things to keep in mind:

  1. Training or degrees of those who are providing the debrief/interpretation of the data.
  2. A copy of the resume and job description should be supplied to the testing company.
  3. Number of actual scales (minimum of 12)
  4. Scale for “Impression Management” (minimum of 164 questions in the questionnaire)
  5. What is the history of the profile?
  6. Does the profile meet U.S. government employment standards? Has it been reviewed for ADA compliance & gender, culture & racial bias?
  7. Does the data provide an understanding on how an individual is wired?

These are some general questions and if a profile falls short in any one area, we strongly suggest additional research into the accuracy of the data being generated.

Legal Guidelines

A common inquiry from companies and organizations is about the legal guidelines in providing assessments to candidates. Since industries vary, it is always best to check with a trade association or a legal representative. The general rule is that a test or any set of hiring questions needs to be administered to all final candidates in order to assure that discrimination is not taking place. More information may be found at the EEOC website, in the Disability-Related Inquiries and Medical Examinations of Employees section:
http://www.eeoc.gov/policy/docs/guidance-inquiries.html#2

Another question is how do new hires usually feel about taking an in-depth, work style assessments. It shows that a company is serious about who they hire. If the company presents the testing program as a method of assuring both parties that they are making the right decision, the individual usually responds very well. The bottom line is that hopefully turnover is greatly reduced.

Benefits of Assessments

In-depth assessments can be very helpful for personnel development and succession planning. As a hiring tool, they can be used to develop additional questions for interviewing and confirming the interviewer’s intuition that might be overlooked. This process gains more reliable and accurate data in order to effectively manage individuals to make hiring and personnel decisions a win-win for everyone.

If you are a hiring manager and would like to see a sample of an in-depth assessment, please give us a call or email us. For more information, please contact Dana Borowka at Lighthouse Consulting Services, LLC, (310) 453-6556, extension 403 or email dana@lighthouseconsulting.com.

As you have seen, a successful hiring program requires many components that work together to provide the needed information for difficult personnel decisions. Combining a well-defined job description, targeted recruiting and focused interviewing with an effective personality evaluation program, turns hiring into a profitable and rewarding process.

Permission is needed from Lighthouse Consulting Services to reproduce any portion provided in this article. © 2020

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your business”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He is the co-author of the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Our Sino-Am Leadership Program helps executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, https://lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.

We also have an affiliate in the UK who covers all of Europe so we are now a true multi-national company that can support our clients globally.

Establishing Great Mentoring Partnerships

By Tenny Mickey, PhD

It has been proven that people in organizations who are receptive to positive mentoring enhance their performance faster, enjoy more positive exposure, and appear to enjoy their work better than those who are not. Effective mentors also derive great pleasure from supporting others as they advance their careers. A relationship built on trust and respect creates a secure and safe environment for mentoring to take place. It is often confounding when thinking about why more people are not involved actively in mentoring relationships. I will discuss some of the challenges related to developing and sustaining a positive mentoring relationship in this article. Also, I believe that mentoring between two people must be a partnership. In this article, I will make references to the terms “mentor”, ” person being mentored”, and “mentoring partnership.”

First, I believe a mentor is someone who has a deeper level of experience in organizations. By this definition, the critical factor is the experience the mentor enjoys in a specific area. Many people make the mistake of believing a mentor must necessarily be older with many years of experience. I have found many people who have developed specific levels of expertise early in their careers are equally experienced. Some early career mentors have displayed a knack for a specific skill, an interest, and has taken the opportunity to deepen their skills in a specific professional area. So, let’s be more open as to whom will be the best mentor for specific needs and interests. As seen with the ubiquitous opportunities to upskill through technology usage, one’s skill-set is not necessarily a function of one’s age or interest in mentoring others.

An important behavior for a mentor is the willingness to share knowledge and experiences in a manner that supports the growth aspirations of the person being mentored. A mentor is super interested in the success of the person they are mentoring. The mentor must be experienced enough to help the person being mentored clarify their interests, set goals, and develop a process to achieve those goals. A mentor should also have a greater sense of how their experience and your goals will impact future organizational decisions. Throughout the mentoring partnership, the mentor should have broad enough experiences to support the person being mentored as they work through challenges that will no-doubt emerge as their knowledge increases and roles advance.

The mentor’s responsibility is to create a relationship that gives room and space for the person being mentored to learn. A common mistake occurs when people believe mentoring is about teaching how things should be done. Successful mentors rely upon their effective listening skills as indicative of their respect, caring for, and a genuine interest in the other person… the building blocks of trust.

The above foundational pointers suggest that the mentor and person they are mentoring should establish the ground rules for the mentoring partnership at the very beginning. Together, they must decide if the relationship will have a formal arrangement, an informal one, or a combination of these two. The mentoring partners should also discuss what each believes will describe an effective and comfortable mentoring partnership. They should be clear on the amount of time each person will be able to commit to the relationship. By having this conversation first, each partner in the relationship will gain a sense of the other’s needs and expectations. With this understanding, each partner will be able to have meaningful conversations when the relationship is not going as expected.

SUCCESSFUL MENTORING

Successful mentors must realize that mentorship is all about meeting the person they are mentoring where they are…currently. It is a key factor that the mentor should listen fully …question deeply… solve at the root! This means mentors should focus on the critical areas of the problem expressed by the person being mentored. One can only do this by listening fully. When questioning, it is important to realize that the mentor’s interest is not always the optimal solution to the problem. It is often sufficient to make sure the person being mentored is focused on the right problem to solve. Also, is this the right priority on which to focus at this time? Often asking questions will yield new processes to use when examining new problems. Effective questioning also allows the mentor to tell stories of how situations of this type have occurred and been solved in their career.

It is very easy to fall into the trap of “SOLUTIONEERING.” Mentors have many points of experience to rely upon when helping their mentoring partners find solutions. It is often tempting to provide a ready solution that is based upon the mentor’s experiences. Great mentoring however suggests that the person being mentored will “learn how to fish” when working with their mentor. Mentors are best when they share anecdotes that mirror the person being mentored experiences. In this manner, the information is more likely to be remembered and applied more appropriately in the situation being discussed. This will also encourage the formation of broad principles that might govern future situations. It is very important in the partnership that sharing information is equal. This is helpful for the mentor to listen more than telling. For the person being mentored, this can create psychological safety in that they feel equally able to express challenges and propose solutions.

Mentors also validate and allow their partners to gain confidence in their ability to make decisions. This is sometimes achieved by feeding back, and sometimes expanding on, what the mentor has heard the person being mentored say. Sometimes people have a great hunch about the right solution, but when hearing it being rephrased by their mentor, clarity and confidence increase. This method also allows the mentor to provide a framework that helps to organize thinking, develop future processes, and build increasing confidence in how they approach solutions.

FEEDBACK

Effective feedback is a vital aspect of the mentoring partnership. How feedback is provided and received is extremely important. There are several factors to keep in mind when giving or receiving feedback. The following checklist helps members of the mentoring partnership keep this in mind:

• Always have the best interest of the mentoring partnership outcomes in mind
• Always balance improvement needs and positive feedback
• Observe each other’s thoughts and reactions with positive interest and curiosity
• Focus on facts and behaviors rather than emotions and personal attributes
• Acknowledge and summarize each other’s contributions when responding
• Provide feedback in a supportive way
• Strike a balance between being too friendly and too formal
• Ask probing questions to learn deeply and to stimulate alternative thinking processes

EMPATHY

Empathy is a key element in the mentoring partnership. As mentors question deeply and listen intently, they should focus on a deeper understanding of the obstacles. More importantly, when “drilling down” is the ability to display empathy. The questions should be balanced to (1) provide insights about the situation but with the realization of (2) how the other person in the partnership is experiencing the situation. This is a good practice to adopt when dealing not only in the mentoring partnership but also in other situations at work. It is important for the mentor and the person being mentored to experience and share the value of empathy.

QUESTIONS

A mentor should ask questions that are stimulating, meaningful, and impactful. Marshall Goldsmith, the coaches coach, always suggests that mentors start with the end in mind. The mentor is then able to focus on the “ask” and thereby guide the coaching relationship with the end-point in mind.

Another great question is to ask “what is it that you need right now?“ This helps you understand how you might be most supportive. It’s so easy to jump into giving advice based on your experiences. Is that what the person being mentored needs? Do they want your advice? Do they need an advocate? Or do they need just a “…you got this!!”

Discourage people in your mentoring partnership from asking solicitous questions. Often, the person being mentored becomes vulnerable and chooses to show others their capabilities. Don’t bite…rather, encourage them to come up with tougher questions. They are not in this relationship to charm their mentor, but rather to become vulnerable, share, learn, and grow.

Many people in mentoring partnerships will focus on their career advancement. It is important to understand what is driving this interest. Is it a passing fantasy…something that feels exciting at the moment? Is it something they are thinking about as a career end-point? Is it a way of seeking personal prominence among their workmates? Is it a career choice that feels prestigious or profitable? This is a very important place in which a mentor can help them “dial it back” by plotting the path carefully that will yield longer-term satisfaction.

Asking about taking personal time for reflection and rest is another important element of mentoring. It is important to know that personal balance is very important for success in all aspects of life and work. Many people being mentored believe it is more important to deliver an energetic appearance as a reflection of their strong work capabilities. It is key to practice and to emphasize that rest and reflection are also key factors. Your first job should be as much about you proving yourself as about you understanding yourself, getting a better idea of your strengths and how you can prove yourself in an arena that you love later on.”

It is essential that the mentee and the mentor mutually agree that the content of their discussions will be kept confidential. This will enable the person to be mentored to explore preliminary ideas before sharing them with a wider audience. It is also helpful when expressing doubts and reservations without having to be afraid of any consequences in other situations.

Lastly, it is critical to evaluate the progress of the mentoring partnership as the most important aspect of each meeting. This information gained will be useful in honing the effectiveness of the partnership.

Establish Great MENTORING PARTNERSHIPS!!

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2020

Tenny Mickey, Ph.D. is a Senior Consultant with Lighthouse Consulting Services, LLC. As a Leadership & Organizational Psychologist, & Executive Coach, Tenny helps LEADERS improve their effectiveness. She relies upon her successful work as an officer in 3 Fortune 50 organizations (News Corporation, Disney, and Compaq) & 16 years of effective Organizational & Leadership Consulting. Additionally, each of her academic achievements, ranging from ( a Historical Black College & University) Huston-Tillotson University (BA), (Ivy League) Harvard University (EdM), and (Professional Psychology) Fielding Graduate University (M.A. & PhD) has contributed to the knowledge, respect & understanding she relies upon to support individual success. She is further stimulated and inspired to gain “new knowledge” each day. Feel free to contact Tenny through tennym@lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management. To order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”, please go to www.lighthouseconsulting.com.

Our Sino-Am Leadership Program helps executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, https://lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.  We also have an affiliate in the UK who covers all of Europe so we are now a true multi-national company that can support our clients globally.

How to Conduct Remote Job Interviews

By Dana Borowka, MA

Many companies struggle to find the right candidates for their organization. Having a small radius to find the right talent can add to these challenges.

The solution is to open up the geographic area for recruiting because that opens up a whole new talent pool. Now your company can target specific areas in the country where more candidates with certain talents may be found.

However, there is a concern. Remote worker programs mean hiring managers need to get better at remote interviewing through video.

During the COVID crisis with the stay-at-home order, remote interviewing has become a requirement, not a luxury.

“Remote worker programs must be done right if you are to garner productivity gains,” says Patty Crabtree, a senior consultant at Lighthouse Consulting Services with 25 years of operations and finance leadership experience.

“As someone who has implemented these programs and now helps clients transition to these programs, how you interview remote job candidates is an important new recruiting skill,” says Crabtree.

Author and recruiting expert Barry Deutsch has strong views on remote interviewing.

“Most companies do a terrible job preparing managers and executives to hire effectively, including remotely interviewing candidates,“ says Deutsch, a partner at IMPACT Hiring Solutions and co-author of the book You’re Not The Person I Hired.

“In most companies, hiring is not a process, it’s a random set of arbitrary meetings where each individual manager does interviewing in their own misguided way,” says Deutsch. “The minute you turn hiring into a process, train all your managers, and put some rigor behind it, then hiring accuracy starts becoming more reliable.”

Crabtree concurs.

“Once you have a system set up, you can interview anyone through Zoom or similar solutions regardless of their location,” says Crabtree. “It comes down to your process and how you assess candidates.”

Here are tips from Deutsch and Crabtree on how to maximize the effectiveness of your remote job interviews:

Take Advantage of Video

Zoom, Skype and Go-to-Meeting, just to name a few, have been a boon to remote job interviews. Seeing the candidate is so much better than just interviewing them by phone. But beware. Sometimes the technology goes awry. One company we help had a bad interview session with a candidate because the technology was not working right. They were just going to throw out that candidate. That is a huge mistake. With our assistance, they re-interviewed the candidate when the technology was more cooperative.

“Know how stressful or intimidating panel interviews can be,” says Crabtree. “Make it fun and interactive. The attitude should be: ‘Let’s have a conversation and get to know each other. Let’s see how this dynamic will work and if you have the skills to do the job successfully.’”

Deutsch says the most difficult part of interviewing through video is that the process of conducting testing where you ask them to do something to validate the skill they are claiming, such as welding, electronic soldering, physical use of hands in a manufacturing, construction, or assembly role.

“This is now missing unless you bring them in a for a final test before hiring,” says Deutsch. “For all other roles, especially at the professional and managerial level, written tests, role plays, case studies, and situational examples are still important to validate, verify, and vet the candidate responses.”

For some of the knowledge or experience-based testing, there are online educational applications that can be used to proctor these tools.

Prepare Your Interview Questions

“I actually like video and audio interviewing compared to face-to-face interviewing because it tends to remove the bias and emotions most managers use in interviewing that lead to mistakes and errors,” says Deutsch.

When asking questions, focus on understanding their past experience about working from home as it is a different experience, advises Crabtree.

“Delve into self-motivation, organization, time management and development of work relationships,” says Crabtree. “Similar questions you would normally ask but looking to connect their skills and behaviors with the uniqueness of a work at home experience.”

Make sure they can keep themselves on track in a work at home environment along with making sure they could build relationships with their colleagues. There are many introverts in the world that struggle with the relationship piece. While that doesn’t mean you wouldn’t hire them, it gives the manager insight into the support that needs to be provided to help the individual be successful.

Make Sure Your Process is in Order

“If you need workers, using remote interviewing will help with the social distancing that is needed during this time,” says Crabtree. “You can successfully screen candidates remotely with the right process and tools and limit the in-person interaction.”

When she was a hiring manager, Crabtree remained flexible.
“Timing was no different whether someone was local or living in an out of area location,” says Crabtree. “We worked around schedules and determined the times that worked for everyone involved. Sometimes this was early in the morning, during lunch hours or into the evening. We stayed flexible because finding the right candidate was the most important driver of this process.”

Ask Deep and Penetrating Questions

“The top trait of success is initiative,” says Deutsch. “This is also characterized as proactivity or discretionary effort. Very few candidates consistently show that trait.”

According to Deutsch, the very best performers are constantly going above and beyond the call of duty, doing more than they were asked, anticipating, and always thinking one step ahead.

How do you measure this number one trait of success in the interview?

“A large part of hiring failure can be attributed to asking the traditional, standard, stupid, inane, canned interview questions,” says Deutsch. “If you want to determine if someone can achieve your desired goals, outcomes, deliverables, expectations, key performance indicators, and metrics, then you need a set of interview questions designed to extract that information to predict future performance and fit.”

Of course, don’t just rely on the interview. Also carefully check references.

Use an In-depth Work Style and Personality Assessment

Since you’re not meeting people face to face, the use of assessments becomes even more important.

“Never hire another candidate, especially a remote candidate, until you put them through an in-depth workstyle and personality assessment,” says Deutsch. He advises that it doesn’t matter the level of the position. You should test every final candidate.

“Anything less than five hours of effective interviewing is nothing more than closet psychology,” adds Deutsch. “You’re just guessing what’s behind the curtain.”

Yet, hiring for attitude, behavior, and cultural fit is just as important as measuring whether the candidate can perform to your expectations.

When Crabtree was a hiring manager, she had a solid multi-step process in place before she started hiring remote employees.

“After screening the resumes and a quick online assessment, there would be an initial phone call by the hiring manager,” said Crabtree. “If the basic qualifications were met, the candidate would then take an in-depth workstyle and personality assessment, which would help us understand that person’s workstyle and how they would fit into the team.”

Always Seek Top Talent

Remember, the objective of remote interviews is to find top talent.
Here is what Deutsch has to say about finding top talent: “Top talent is working; it’s rare that they’re unemployed so don’t pin your hopes on the resume database of a job board or rely on a recruiter that doesn’t have access to working candidates.”

The better you understand what makes top talent tick, the better chance you have of attracting them.

Deutsch went on to say: “Top talent is usually already well paid and working on amazing projects so don’t believe that paying more money is going to be enough to shake top talent from their current employers. Top candidates ultimately take new jobs because: the opportunity is terrific, they will be working for a boss they can respect, and the company is one they can respect and admire.”

Remember, remote interviews with candidates are a two-way street. Top talent candidates have many options. You want to assess if the candidate is right, and you want to persuade the candidate that yours is the right company for them. The hiring manager has an important job of communicating that during the remote interview.

Lighthouse can help guide your organization in designing and implementing a remote work force platform with the help of our practice specialist through our full service business consulting division For more information please contact Dana@lighthouseconsulting.com or call 310-453-6556 ext. 403.

A Final Thought: Supervising A Remote Work Force

We just did an outstanding webinar entitled, Supervising A Remote Work Force. You’ll find it to be very helpful and will want to share it with others!

Audio: https://lighthouseconsulting.com/openline/040720/OpenLine040720.mp3
Slides: https://lighthouseconsulting.com/openline/040720/OpenLine040720.pdf

Lighthouse can help guide your organization in designing and implementing a remote work force platform with the help of our practice specialist through our full service business consulting division. For more information please contact Dana@lighthouseconsulting.com or call 310-453-6556 ext. 403.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2020

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your business”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He is the co-author of the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management.