Nov 24, 2020
Talent Optimization Advisor
Marty has cultivated 30 years of experience in hands-on sales management and double-digit growth in every one of his ventures. He has worked for companies such as Vintage Senior Living, LivHOME, Sunrise Senior Living, CORT, and Cigna.
An expert, who helps organizations intentionally design and implement a people strategy, building powerful teams and cultures to match their business strategies. He helps employees become more engaged, productive and satisfied by facilitating self-awareness and an understanding of an individual’s motivations and natural behaviors through the talent optimization discipline and Predictive Index® methodology.
Marty’s primary focus is on partnering with Senior Leaders to build a talent strategy that maps to their business goals. In 2016 Marty joined PI Midlantic as a Talent Optimization Advisor to help companies and professionals to reach exceptional results.
Marty earned a Bachelor of Arts degree in Psychology from the University of Dayton. He lives in Southern California with his wife Nancy of 36 years.
See Full Transcript Below
Hello again, and welcome to the business of business podcast. I'm your host, Roy. You can find us of course, at www.thebusinessofbusinesspodcast.com uh, Twitter, Instagram, and Facebook. We also can be found on iTunes, Stitcher, Google, play, and Spotify. So we ask that you go download the podcast, give it a listen. And then of course, uh, be sure and share with your friends today. We have an awesome guest. He's an old friend. Um, we haven't had him on the show in a couple of years. So I, we were having a conversation a couple of weeks ago and I told him I'd really like to get him back on so he can, um, tell us how they've updated the product, but, uh, we're going to be talking with Marty Ram sec with, uh, PR mid Atlantic and what they do is, um, basically it's, uh, and Marty, you can jump in here. It's an evaluation. I don't want to be too harsh on the wording, but it's an evaluation you do pre hire to kind of let you know what skill sets that your potential employee may fall into, just to make sure that they're aligned with the, um, you know, the temperament and the skill set that the job may have. Is that a pretty accurate,
Yeah, I would say more towards, not as much skillset Roy, but it's more towards a, what behaviors will they bring to the job behaviors in terms of how they're going to behave in the job based upon those behaviors, what will they need from their leaders to make the most effective at work? Right.
Yeah. And, you know, that's in my misstep for saying skills. I meant that, um, that's, that's why I wanted to get you to jump in. Cause I knew that I knew that wasn't right, but more of our behaviors, you know, because that's important when we start talking. Uh, well, when, you know, one of my hot buttons and the reason that, uh, you know, we, we met many, many years ago was the employee retention factor. And I've always been an advocate that the more work we can do on the front end, the better, uh, the more, the better chance that we're gonna have of retaining an employee and making a good employee. And so, you know, unfortunately in a lot of businesses, it's, um, you know, when you walk through the door, they ask some generic questions, maybe even take your pulse to make sure that you're still got a heartbeat.
And, uh, you know, you, you answer, Hey, I really love this job. I love this industry, but you know, sometimes applicants, it's unfortunate, but sometimes applicants will tell, tell the interviewer exactly what they want to hear, which doesn't necessarily mean they're a good match. Right. And I think that's where, um, you know, like predictive index. That's where I think that it's a great tool to come in to say, uh, you know, again, you can help me out here, but you know, is this, is this person going to be a sales oriented or are they going to be more of a, uh, I guess the math oriented logical.
Yeah. Yeah. So look at things like, uh, well, they connect quickly with people or where they, are, they more task focused in their work? Well, they, uh, like a lot of variety in their job or they like monitor process and their routine, or they're going to be able to take risks and they're risk takers. Are they risk averse? It looks like things cause their natural behaviors and what's, they're going to naturally behave in the job, especially when stress hits them. That's the most key important and kind of revert to their natural behaviors when stress hits.
Right. Right. Yeah. And that's what they say is like, when you get squeezed like a lemon it's, whatever comes out then is basically our base character is, but, you know,
Yeah, that's exactly right.
It makes a big difference. Um, we can take the, uh, we'll take sales and an analyst kind of the opposite ends, but you know, if, if you're a guy that likes to be out running around and you know, I've always been fortunate enough to have, uh, jobs that I've had a good combination of being in the office and being out and interaction with people live and on the phone. So, but a lot of jobs are, you know, they're, uh, they're binary they're one way or the other. They're either out meeting people all the time or sometimes you, you find them like more of an analyst may be stuck in an office looking over paperwork and computer spreadsheets, things like that. So, you know, I think that's where, um, PI can really help. Is am I going to be happy out there on the road being in front of people versus, uh, you know, would I really be happy sitting at a desk eight hours a day, looking at spreadsheets?
Is that exactly why it's really, you know, every job has behaviors that you have to do in that role to be successful. Like you said, some people like being out, connecting with people and you know, person naturally doesn't have the behaviors to naturally connect with people that way. Or they're more Trasylol. It says they like the, and the behaviors they liked sitting behind the desk studying, analyzing, looking at data and they have the behavior to be successful in that role. So it's really about their natural behaviors and doing what you do best every day. Kind of like the old Peter Drucker quote, where they asked you to Drucker one time, you know, I'm gonna work on my weaknesses and he says, don't work on your weaknesses. Your weaknesses will never be your strength, uh, work on your strengths. You're gonna be better at it. You'll be more successful. You're gonna have more fun at work. Make sure your weaknesses are not your Achilles heel, but focus on your strengths, not your weaknesses. Your weaknesses will never, will never be your strength.
Yeah. Yeah. And that's good advice. And so, uh, if an M okay, if I'm an employer and I come to you and I I've got a position, that's open that, you know, it could be anything. So how do you help them determine what, what is going to be a good skill set for this position? I guess I know y'all have done this for a long time and probably have a lot of empirical data to fall back on, but just kind of walk us through the process of how you might help a smaller business, try to figure out what they really need for this position.
Yeah. So we, how we bake, how we do it, as you think about most businesses where I have results, they have to hit right. In the end, they work very hard on creating a business strategy to hit those results. So they got the strategy in place that got the results needed hit, but then tragically, most people don't focus in on what type of people do we need to make this business strategy come alive? You know, what type of people that we need in each role to make this strategy, help us get to the results. So what we do is we help design the people aspect and kind of marry the business strategy with the people's strategy to design, what type of people do we need in each particular role to be successful. And with that, we have a tool, we have a behavioral assessment that individuals take, but we also have a job assessment that the hiring team, which is usually three to five people will go in and they'll complete the job assessment to see what behaviors do we have.
Do we want in this particular role? And you know, just like you're agreeing on education, you're agreeing on skillsets. You're agreeing on knowledge that you have and the right value system, right? We also want to agree on the right behaviors of us until we agree on the behaviors, right? And then we want to hire, then we want to hire towards those particular behaviors. And again, no one's ever tested their way to success, but there's kind of three buckets. As you, as you look at when you hire the first bucket is obviously their skillsets, knowledge and education. That's usually what gets them in the door for the, you know, for the interview is you like the resume. You like their application. Then a tougher part is really looking at the, uh, the value systems. Do they have the right value system of, uh, work habits and honesty and integrity and respect for diversity.
And it's kind of digging through that throughout the interview process. And then the third thing that we look at is the behavior, what behaviors they bring to the job. And if you think about it, we choose our education. We choose our knowledge. We choose our skillsets throughout our life. We also choose our values. We choose to work hard. We choose to work with integrity. Our behaviors are more or less given to us by the person above. We don't really choose behaviors, behaviors choose us. For example, I'm five to 10. I was five to 10 at 18 I'm five foot 10 today. I'll be five foot eight, five to nine and 20 years. Cause they'll shrink and I'll never be six foot five, and behaviors kind of choose us. So, but you look at it when people fail at the job, it's usually because of the behavior that was explained, that was on the resume.
So you want to hire towards that and you want to get all three rights, you know, skills, education, values, and behaviors. And then once they're on board, as important in retaining employees, you want to inspire them based upon what they need at work. Some people need public recognition. Some people need private recognition. Some of people need processes in place. Some unlike like the, have a lot of change in their job, or are you providing to them based upon what they need to retain to the work in their work, towards their strengths. And we have predictive index believes not in the golden rule, treat others the way you want to be treated. We treat others the way they want to be treated. And then the close loop on that. We are always helping the companies we've worked with to diagnose, to make sure that we're getting it right. That was getting the right behaviors in place. And we have to make tweaks to make sure that we're getting it, getting it right.
Yeah. And that's an important distinction between being able to actually physically do a job versus fitting in with the culture of the team, the culture of the company and what they want. Because I, you know, I hear a lot of horror stories that it, it works both ways that sometimes, uh, uh, you know, company is just not suited to the individual. Sometimes the individuals just not suited to the company doesn't mean that they can't perform that task very well. It just means that for whatever reason, it, you know, some people are very outspoken, very driven. Some people are very quiet and very reserved and, um, trying to determine what you need or what you want in this position or on that team. I guess that's a really, really important aspect.
Yeah. And it's like, yeah, you think about it when you're interviewing, you're using the art of interviewing, um, to help to make a decision. But in that we all have biases when we're interviewing somebody, uh, you know, they like the same sports we do. I went to our same school that we did, you know, we all have biases and what we try to do a predictive indexes argument based on science is invalidated over 350 times. We've been around for 65 years, there'll be a million assessments. So we have a group of scientists that scrubbed the data to make sure what we say, we measure, we measure. So we can, we look at someone really based upon their actual behaviors and the size on that versus using our gut to help us make a decision. It's like, when you go for yearly physical, you know, you go into, doctor says, you look good, Roy. I feel good. You've been eating well. You've been exercising. Great. I'll see you next year. But they take the next step and look at science and they look at your blood work to make sure you look healthy. You feel healthy, valued, bloodwork says you're actually healthy pie sound like your blood work to make sure they do have the right behaviors to be successful.
Yeah. And I'm just waiting on the day to hear that from my doctor, then the you're eating. Right. And you're exercising enough. Yeah, exactly. So, um, what, I guess the other thing we'll talk about a little bit is what level of employee is this something that we need to look at for like mid level and above? Are there different, uh, evaluations for all levels throughout an organization? Or how do you recommend to handle that?
Well, I mean, you want to use it for you. I would make sure that as a hiring process throughout the organization, right. And one thing we say with PI is the more you can teach somebody how to, how to do the job, give them skills, give them knowledge. The more you want to rely on getting behavior. Right. Right. I can, I can, I can, I can teach a certain roles. I can train you on certain roles. Uh, but I can't change your behavior. So if I can teach you and train you, I want to get the behavior, right. The more of a role that you can't train somebody on, uh, the more, less likely to be I pay her is as an important part of that role, because you, you you're hiring someone based upon specific skillsets and knowledge. For example, when I was the VP of sales for many, many years, and always felt that I could teach somebody how to sell sell is that lack of time.
So I would look at hiring and getting the behavior, right, getting the right profile behaviors that I was looking for, my sales people, making sure they had the right value system in terms of integrity and honesty and hard work. And then I would look for a thing like Talos degree that would tell me they can complete something they started and they're smart enough to complete it, but I didn't look for skillsets. I thought I could teach them how to sell. I could teach my product knowledge, but behavior played a bigger role. Cause I could teach that person that role. So roles that you teach somebody on a train them, that's the behavior getting that right. You want to get that right? Cause you can't change behavior, but you can't change skillset and knowledge.
Okay. So once you, uh, once you consult with management, you all done the, um, you know, the hiring team, they've given you some input filled out there, you know, wants and needs. And then, um, so we bring in an applicant, they've done the resume, we've looked at them. So now we, we, um, we really liked this person. Is there a number that we narrow it down? Like say a, when we get to the top three people, we're going to go ahead and do this or do you, do you recommend that pretty much anybody that we like coming through the door gets it?
Yeah. That's a great question. Um, where our agreements work with PAI is, um, we, you get unlimited number of assessments. We don't want to nickel and dime people where they're spending 50 bucks in assessment of 70 assessment. We want them to use, uh, use the product. We kind of believe that our work, that our, if you're happy at work, you're going to be more engaged with family, you know, more happier when you're coming home. So we want people to use the program. So based upon that we want to do, and I recommend all my clients to do the predictive index is early in the interview cycle as possible. So you can get idea, do they have the right behaviors you're looking for in that role? And you want to go in and interview to behaviorally interview to make sure they have those behaviors that will stay, don't have those behaviors.
Can they close the gaps from that standpoint? So you want to use it. And if they don't have the right behaviors for the role, you know, it's going to save you time in terms of the interview process, but for the candidate is better for them too, because if they're not going to be right for the role behaviorally, it gives them opportunities to interview at other places where they did it, take up a lot of time looking at this particular job with it. Behaviorly, they're not white for. So I recommend it early in the interview process. She's made sure that they had the right behaviors and behaviorally interview based upon if they have the behaviors shoulder job or can they close the gaps in terms of the behaviors we're looking for.
Okay. So basically, um, you know, if we're using like an indeed environment, we're going to do a, you know, submit the, submit, your resume, your cover letter, and then probably paying them back with an email saying, you know, here's your link, go out and take the pie and just get that over and done with at that point. Correct.
Yeah. And, and the key also for us is there's a lot of assessments out there and it was us hard to the five minutes of assessment. It takes about five minutes to complete. So for the candidates, they're not investing a lot of time to do the, to do the assessment. I have a client CEO that he did his job. He had to do an eight hour assessment, he his role. And he said, Marty, when I did the pie, I got the results back. I found out more about myself from that five minute assessment that I did for that eight hour assessment. So I think it's really important to let the candidates know that you don't have a larger best for the time. That's only five minutes. And, uh, you know, you're not going to lose candidates based upon them, not 20 to take it cause the big investment of their time. Right.
And so I get how difficult, just like me, if, uh, if I had some people taking the pie and I'm getting the results. Is it fairly easy to, um, instruct the hiring team on how to interpret the results? Or do you all play a part in that after the fact?
Yeah, that's a great question. We are GI, we are in what we call the, you know, the transfer of knowledge business. And we like for companies to really own the learning of PI and having their key people trained on PI. So you have internal experts in the organization that know PI cause you want to use it as a full leadership tool. You know, you get to think about what things up and saying, yeah, you want to use it for hiring, but as important if I don't inspire that person based upon their needs, they're going to walk. They're gonna leave. They're gonna leave anyway. If I'm not motivating them and working in the way they want to be worked with. So you want to use it as a leadership tool for part of our program is once we sign a client up, we get their key management people in the organization trained on PI. And the more people that are trained, the more it becomes a way of life, people are using the language, speaking the language and are using it the right way as a full leadership tool. Just not a hiring tool to get people into the organization.
Yeah. And that's a, that's a good point to make because I, you know, I'm kind of laser focused on the hiring process, but this is also a good tool to use if you want to, uh, promote internal candidates or take somebody out of another department, you know, bring them up maybe from operation to sales or vice versa to go ahead and do the PI on them to just make sure they're going to have the behaviors that you're looking for for that new position.
Yeah. I mean, especially now that, um, you know, I think we all got that. T-shirt where you had a great, great employee and it was doing great. You promoted them and they failed in that extra role. Right? So it's kind of a two for one loss. She lost a great employee that was in the role and they filled the next role and you lock them in that role. It was two for one loss. So you want to make sure behaviorally they have the right break behaviors succeed in the, you know, in that next role. And, you know, with the pandemic and, you know, companies may be losing people and adding different assignments, you know, those assignments, are they, are you giving to that employee behaviorally? Are they going to be really, really good at behavior in those particular assignments to be successful from that standpoint? So as people shop shaved because of the pain that making them what's happening, making sure they're going to succeed based upon new assignments, you may be giving them based upon changes the organization has made.
Okay. So, uh, D
It's like, it's a, it's like, you know, and I gave a talk a couple months ago to, to, to, uh, association as Selma, you know, you know, is you have to change assignments made sure that, you know, you're not just going to Europe next year. This is your job. You're up next. But look at that person's behavioral strengths. It gives those behavioral strengths strengths to that new assignment. For example, you need more customer service. You may want to look for your salespeople that help this customer, our services. They're going to be more people oriented, not as much a, you know, if you have a County cast to do, you probably don't want your sales folks in the County test, so you really want to do it fairly, but at the same time, look at behavioral, who's going to be best suited for those new assignments. Right. Right.
So do y'all have any, um, statistics or data on if we use PI in that hiring process, do we get a little bit of a bump on retention?
Yeah, I think, you know, with retention is based upon PAI. You know, we, we have data on that and we have a of things that people that use again, you have all different types of size, but if you use it right, follow how we're coaching, coaching them on using the program of, you know, he's on it for hiring and inspiring and getting your people trained. You know, you have a, you have 30% lower turnover of top performers at 34% higher employee performance. Uh, from that you also have 31% less time on HR related issues. It's 60% higher security success rate. So we do have data on that, but, but the key is you have to do, you know, you have to do it right. You don't know follow how we, how we onboard you're on the pie, get the people trained in part of what we do at PII. You get us as consultants. So you're not just reading report. So we're here to answer questions because we want you to have the results of success out of it based upon your using the program. But if you do it right, you do, we do have actual results. I say, you're going to have better performance and better and retain to me just key top piece.
Yeah. And that's, that's a good point to Mike. We can throw all the tools that management that we have, but if we don't learn how to use them and use them correctly, you know, like it's like throwing a shovel out into field. It's not going to dig holes unless somebody is out there making it happen. So, uh, it's important to, it's important to realize that, that there is going to be, you know, it's still takes effort to make this work to your advantage.
Yeah. And we wish we could all have gym memberships, but if you work the process and, you know, work the gym, you know, you go to the gym to actually work out and, you know, maybe get a trainer to help ya. You're gonna have better results with gender versus just showing up and, you know, socializing with people.
Exactly. So, um, let's just say, uh, from, uh, start to finish, uh, if, if somebody was to give you a call today, uh, you know, and I know, again, it's not all on, you, it's take some input by the, uh, the, the, the company or the hiring team and all that. But, uh, on average, if somebody calls you, how long does it take to get this implemented, where, you know, they can start using it and seeing results.
They, uh, you know, someone called and the Marty, uh [inaudible] um, we want to go with a program. So, you know, they sign the, uh, sign, the agreement, which we do by DocuSign today. Uh, once they sign the agreement, they get access to the GI software that with an hour after signing the agreement, so we can get them up running almost immediately if they, when they go with the program. And then the key point is once they sign is when can we get them trained? Obviously, you know what, today we're doing virtual training. So a virtual training is really top notch in terms of the contents there, you know, you do miss meeting people face to face and spending time with them during breaks and dinner and that type of thing, but our virtual trainings up and running. And as soon as they agree on the virtual training, um, they get to start running CIS almost immediately once they sign. And then we just get them up and running on the virtual training, you get, uh, the key people trained on PI and then they're off and running. So it could happen very, very quickly within them within a week.
That's awesome. So speaking of COVID, we really haven't talked about that, you know, have y'all had to make any tweaks based on that, or are you seeing any, um, you see anything that's unusual with the clients that you're working with?
That's a great question. Um, well, a couple of things, number one, I was the major tweak is we used to do our, all of our training face to face. And now all of our training right now so far has been, uh, been virtually. So that's the major trends we've made from that, from that standpoint and our client's business, you know, you know, it's, it's in my area, my client isn't face to face and that we're just doing it by phone. The couple made the things that we're helping companies with is those shoes. Whereas we talked earlier, if they're giving people new assignments, helping them adapt their job targets and their what behaviors you're looking for based upon new job assignments and those particular walls. So we're helping them with that. And the other thing that's done a lot of study on where are different behavioral drives of because of people working remotely, who is thriving, working remotely, and who is struggling and kind of putting a playbook together for them to help them with each person based upon their PI to help them working remotely.
For example, you know, people that have a high dominant Heidi's full control, they're struggling with, with working remotely because they can't control the meeting, but they used to be able to do right. People have high social, social needs. They're struggling with virtual meetings cause they can't read that person, that tired body language Kelly's, haven't seen people kind of from the neck up. So they're not seeing the arms of their arms are across or seeing the body language. And that's frustrating to the people that have a high, high social needs, people that like stability and like coming in to see the same people every day at the same place, same time they're struggling. Cause they missed coming in and seeing the same thing where their world has been kind of upheaval that way. So we've come to analyze what people are thriving with. People are struggling, it puts put together a playbook to help people get through the, especially the people that you know, that are, that are working remotely based upon their behavioral drives.
Okay. Yeah. That's a definitely a huge factor. I know that some people thrive at home and you know, um, some people really struggle. They need, um, they need that interaction. They need to be able to, I guess the human contact and, uh, so, but that is definitely a key point nowadays.
Yeah. We all know those people that we know that, uh, you see him on Monday morning, you hear all about the weekend, right. And that's part of the behavioral makeup. Right. And not as that's kind of gone because we're not meeting on Monday morning anymore, we're working remotely. So those types of things, you know, helping people get through as much as possible based upon their behavioral needs and behavioral needs from working remotely.
All right, Marty. Well, we're just about out of time. Um, is there anything else you want to add before we start wrapping up?
No, I think, you know, I think they're, you know, obviously, you know, there's a lot going on out there, but uh, you know, all we do at PI is help you with your most important investment and that is your people, right? And it goes back to what I said originally is, you know, companies have business strategy, you work hard on, you have results. You still have to get, we know we want to help you get the people, right. You know, design what type of people that are going to be successful in that role? You know, it goes back to, you know, what work needs to be done. That's one side of the coin, the other side of the coin is who's doing that work and did he have the right people in there? That's going to help you make that strategy come alive. So you don't, you know, the more you can invest in your people, the more people are you're trying to help them in terms of hiring better and retaining.
Uh, from that standpoint, the more, uh, you know, the success you're going to have. And you think about it before the pandemic or Gallup did a study and they, before the pandemic, seven out of 10 Americans were not engaged at work, which meant sent out seven out of 10 Americans would rather go to the dentist and Shaw for you think about this four reasons why people are not engaged in the job. The number one reason is they don't fit into the job. They're not doing what they do best everyday. The Peter Drucker scenario, right? The second one is my manager's not working with me effectively. Right? I'm not working with me is not working with me effectively. Third is I don't sit in with my team. My team doesn't have my back. You know, I need help on a project instead of helping me, they throw me underneath the bus.
And the third one is I don't fit into the culture. He's thinking about it. Those are the four factors drawing people down from doing Wayne to do a great job or just doing the job description to get by. And you think about it, the more people you have in your organization that want to do a great job and do great things and inspiring you to do that, how much success, your worst success you're going to have versus you have a group of people just trying to get by keeping their jobs and doing a job description and that pie, you try to ward off those four forces of a disengagement and get your people doing, wanting to do great things for you, for eternal customers and external customers.
Yeah. I mean, that'll really improve your, um, you know, the performance of the company when you actually have people that want to show up and want to come in and do a good job and you know, not just, um, you know, making the eight to five trip.
Yeah. Think about the better experience you're getting from not only for the customers, but also your Turner customers, just thinking about it. You know, if you have people on a team, you know, you think about your life, you know, when you were on like a magical team or, you know, you couldn't wait to be around these people, uh, you know, the team was great. They you're doing great things. That's what we try to do with pie. Creaky, magical teams were drinking, so to speak where they're doing great things every day and they're part of something special. And you only get that when you have people in that want to, once you lie wanting to do great things, and then you create a magical team. And I think as you ever been on a magical team before, it's a great experience. You couldn't wait to get to work. Couldn't wait to be around these people. That's what we try to do. A PI is create that type of team based upon getting the right people in place and then working with them the way they want to go, the way they want to work with. Right.
Yeah. And it's a definitely a key component to, like you said, get the right people, hang on to them and make sure everybody's, you know, in the right place that they can thrive and really, uh, you know, be, um, a contributor for the company as well. Well, Marty, uh, what is one tool that you use in your daily life? Um, you know, work life that are even just a ritual, something that you do every day that you just don't think you could live without?
Yeah, well, I was one but one that shows that I, I, I, I I've done, I think especially helped me through the pandemic is, uh, every morning when I get up, I kinda write out three things I'm grateful for in terms of my gratitudes every day. And just that kind of gets me off in a positive, you know, there's a lot of anxiety out there, a lot of concern, a lot of fear, but if I get up every day and just put simple things down that I'm grateful for, you know, beautiful sunrise yesterday, or had a real good conversation with somebody I worked with before and write those down, that kind of gets me going in a very positive way, gets me, kind of gets me energized everyday to, to, to go out and meet the world, especially in these troubled times.
Yeah. That's definitely important to have that gratitude because, uh, you know, no matter how bad we may think things are, there's usually somebody else that has it much, much worse than we do. So just take a few minutes to reflect on those, uh, you know, the blessings that we do have, well, Marty, why don't you tell the list? I'm sorry, go ahead.
The key, it keeps, it keeps, it keeps people, it keeps me going in a negative town, so to say
Exactly. Yeah, yeah. And it's so easy to spiral off into that negative. And then when you do that, you know, you just kind of, for me anyway, it just makes everything else kind of go downhill. So we can, uh, I had a, uh, a priest one time that said that, you know, our mind is always, uh, grinding. And so we get to choose what it grinds. So kind of keeping it grind in that positive it's, um, it really helps in, uh, I believe in that as well. Well, Marty wants you to tell everybody how they can get ahold of you, kind of who your customer, who the best, uh, people to contact you would be, and, you know, kind of help them through the process. Uh, say, say for
A while of me to do that, lawyer, one is the customer is really two things. It's anybody who wants to grow their business, get better results, do better hiring of people and retaining your best people. Uh, so it's anybody that has that. And if you have people working for you, your customer, I, you know, I have customers that started with me as clients when they had five people working for them. I have clients with over a thousand people that I'm working with, but it's anybody there that wants to do great things with their people have great results. So those are, those are, um, anybody that wants better results and, and, um, work with great people, inspire your people, hire great people. Uh, you're a possible customer. So you get a hold of me. Um, uh, my phone number is (949) 545-8121 (949) 545-8121. I'm very informal. It's a fault phone.
Give me a call from Michelle. Call. You, call you right back. And my email address is M my last name, graphic, R a M S E C K at PAI Mim, and my D lantech.com. [inaudible] atlantic.com. Or you can connect with me on LinkedIn and they can set up a time to talk. And for those of us in the podcast, when we have to their home pie, I'm more than happy to do one for you at no charge is $250 value that I'll do for you at no charge. If you, uh, connect with me. And, uh, we do the assessment takes a five minutes and I'll spend 15 minutes, a half an hour with it and go through your results.
Oh, that's awesome. Yeah, certainly appreciate you making that offer. So take him up on it. Give Marty a call. It will not be something you regret it'll, um, you know, just make your, um, employment issues so much easier, not only on the hiring, but also, you know, making sure you have, uh, people in the organization and around leadership positions. All right. Well, thanks a lot, Marty. It's great talking to you again. You can find us at www dot the business of business podcast. We're also on Twitter, Instagram, Facebook. Don't forget to download the episode and be sure and share it with friends until next time. Thank you very much.