What Every CEO Needs To Know In A Tight Labor Market
Listen to Episode 131:
Episode 131 Transcript:
This episode is brought to you by Business Advancement Incorporated® − enabling successful leaders and companies to accelerate to their next level of success. On the Web at BusinessAdvance.com. And now, here’s Pam and Scott.
Pam Harper: Thanks, Chris. I’m Pam Harper, Founding Partner and CEO of Business Advancement Incorporated. And right across from me as always is my business partner and husband, Scott Harper. Hi Scott.
Scott Harper: Hi, Pam. it’s so great to be back with you again for another episode of Growth Igniters Radio, and as always our purpose is to spark insights, inspiration, and immediately useful ideas for visionary leaders − and their companies − to accelerate themselves to their next level of innovation, growth, and success.
Well, here we are at the start of the New Year, and we’re facing a good news / bad news situation here. Especially in the U.S., the economy is doing pretty well in general and lots of companies are growing and employment levels are up in many regions. That’s all good news. There’s a flipside, though, and it’s that the rising employment is bringing a tighter labor market, especially in some regions.
Pam Harper: So one response, of course, is to raise wages, which is something that we hear a lot. It’s certainly a great starting place for attracting the right employees, and I emphasize the word “attracting.” But attracting critical talent isn’t enough all by itself. We need other responses to retain these people and foster a culture that sustains excellence and innovation and growth, and that starts with the relationships that we create at all levels of the organization
Scott Harper: And relationships are built one day at a time based on a lot of things, including the quality of our conversations − how we actually interact with people.
Pam Harper: And that’s why we’re delighted to welcome back our colleague and good friend, Judith E. Glaser, who developed the concept of conversational intelligence. Judith is an organizational anthropologist and CEO of Benchmark Communications® Incorporated. She’s also the chairman of the Creating We® Institute.
She’s the award-winning author of the bestselling books Creating We® and Conversational Intelligence®: How Great Leaders Build Trust And Get Extraordinary Results. Judith, welcome back to Growth Igniters Radio. I think you’re setting the all-time record for guesting spots on Growth Igniters Radio. We just love having you back.
Judith Glaser: Well, I’m thrilled to be back, Pam and Scott. I was just thinking about how much I enjoy being on your show. So I’m glad that I can add value to your listeners who are dedicated to you because you bring such great value. Whoever you interview, you just pull out their wisdom and insights, which is fantastic.
Pam Harper: Thank you. So let’s talk a little bit more about this myth of “it’s a tight labor market, so we’ll just raise the compensation and that will be enough to attract and retain top talent.” This idea has been around for such a long time, and a lot of us talk about it, but no, that’s not the way it works. So why do you think it still exists?
Judith Glaser: Well, I can I share a story with you about this. When I started my business, I was asked to do a project with Stu Leonard’s in Connecticut. I don’t know if you’ve ever heard of them, but they’re world’s largest dairy. I got called up because he thought that the challenge was that people wanted to get paid more in the company, and he thought that I had a background in compensation and benefits. I did have a background − and always have − in culture. When I visited with him I said, “I can do an analysis of what’s going on in your culture and give you more insights to see if in fact people really want more money or if it’s something else.” And it turned out to be something else that they wanted. I did focus groups way back then.
I actually went to Disney World with Stu and his head of H.R., because Disney culture was becoming well-known. It was in the book “In Search of Excellence.” So we got to fly out and observe their culture, and on the way back we figured out what we wanted to do and Stu Leonard’s and they still have the same thinking. It wasn’t the money part. What happened is that people saw that his family members got promoted to higher leadership levels, and what they wanted was a promotion. They wanted to be able to make contributions in better ways in the company but didn’t see how to penetrate the ladder.
Scott Harper: You know, it’s so true that people really want to be able to make a difference. They want to have the authority and autonomy to do it, and the ability to feel like they’re going somewhere, and it matters.
Judith Glaser: Right. And so you’ve nailed it. So they put at every cash register a ladder, and they put where the person was in the company how they were rising. They really gave their employees a chance to go up the ladder in a good way. Everybody wants to know where they fit in so they can bring the value that they’ve spent their whole life working on to their organization. The pay and the benefits are really byproducts of doing the job for the company. People know that, and they feel that deeply − they want to make sure they really contribute. They’re not looking for pay for pay’s sake.
Pam Harper: That’s true. You know, when I think about it, so many times I’ve actually encountered people who’ve said, “I will take less money to have my work bake a real difference.” That’s one aspect of it. But of course, there is much more.
Scott Harper: In fact, we’ve long known that leaders are accountable for developing their employees, but not necessarily developing the culture of development which you talk about. What’s the difference there?
Judith Glaser: When everybody in the culture is appreciated for how they can add value, then they develop the culture, and they develop the company and they have a big contribution. Money becomes one of the outputs, but it’s not the primary thing. It’s not just selling a product it’s building a culture. When everybody is happy and customers come and say “I love shopping at your store. I love being here because your employees take such good care of me,” That’s the bonus that people want to focus on.
Pam Harper: I agree with you. The thing that I want to make sure that our listeners understand is this is different than just saying, “OK, what are your development plans for next year?” That might be seen as a culture of development too, but I don’t think that is what we are talking about here.
Judith Glaser: We’re talking about something above and beyond, where people actually are developing a culture together, and they have criteria for what makes a great culture, and that they work on together. We created the Stu Leonard University, which is what happened. Employees wanted to have a hand in developing the culture, and that’s what the meetings were all about. We brought everybody together so that they could talk about what would make their culture great. They cared enough about the whole culture, not just about their own pocketbook. So when you walk in you can feel that it’s different. There’s a fingerprint that the employees have created together, and they have the University where people can come from other companies and learn how they develop their culture.
Pam Harper: That is very different. So Stu Leonard’s involvement in this as the CEO to have been critical I mean here he was saying OK this is going to be something that people are going to be given time for. We’re going to allocate resources for it. Not just something that we send people out to, but a true commitment, it sounds like.
Judith Glaser: It was, and employees raised their hand because they wanted to be part of building this whole process. They raised their hands which was fantastic he was thrilled and he had he had employees who had great singing voices and they wrote songs that they sang when other companies came to their university. They did skits that they created about what it’s like to be in this culture besides having the people that came to the universe Stu Leonard ‘s university tour everything and got to see what the employees brought by the interaction. They got to see the physical space was impacted by what the employees did as well. It’s fascinating.
Pam Harper: It sounds like quite an exceptional thing, and it really starts with the people at the top who are willing to make that commitment and say “This is the way we’re going to shape our culture. This is the way we’re going to grow. We’re going to make sure that people have this ability to participate and shape it as well.” They had to have had so much experience with conversational intelligence to be able to do that.
Judith Glaser: Yes. I put on workshops inside the organization for the senior executives first, and then for the employees. We created a conversational cult. In a way, everybody realized the power of every single interaction they had with either with each other or with the senior teams or their customers.
Every conversation made a difference. They were mindful; it was beautiful to watch. This is 30 some years later, and they’ve created seven Stu Leonard’s stores beside the primary one. Stu took me out to lunch and said, “What can we bring forward in every store? Should every store be the same as what we did in the first store?
Pam Harper: And so how has that impacted their ability to attract and retain employees?
Judith Glaser: Employees knock on their door all the time − local people, which is even better because those are the people whose families will consistently shop there because they’re so proud to say “my son or my daughter works at Stu Leonard’s in Tarrytown” or wherever it is. And so then they spread the word, and their friends all shop at the store. So it grows the business exponentially.
Pam Harper: So that’s the difference, and that’s what CEOs really need soon understand, especially now in a tight labor market.
Scott Harper: And that doesn’t just apply to retail. It applies to any type of company anywhere.
Judith Glaser: Exactly.
Pam Harper: So what we’re going to do now is take a quick break. And when we come back, we’ll talk more with Judith Glazer’s CEO of Benchmark Communications and chairman of the Creating We Institute about what exactly conversational intelligence is and its use in creating a culture of development. Stay with us…
Scott Harper: This is Growth Igniters Radio with Pam Harper and Scott Harper, brought to you by Business Advancement Incorporated. We’re on the web at businessadvance.com. We enable successful companies to accelerate to their next level of innovation and growth.
Pam Harper: We’d like to welcome our many new listeners. We’re so glad you’re joining us! Now, if you’re not already subscribed to our growth igniters community, you can get even more by signing up. You’ll get reminders of our new episodes along with a link to the new episode page where you can find all kinds of resources related to our conversations − and growth igniter posts on the off weeks. So go to growthignitersradio.com and click on the red “Sign Up Now” button at the top right of the page.
Pam Harper: Welcome back to Growth Igniters Radio with Pam Harper − that’s me − and Scott Harper. Scott and I are talking today with Judith Glazer, author of Conversational Intelligence, about what CEOs need to know in a tight labor market, and how top leadership can shape a culture of development. Judith, you have so many articles going to your website is just a treasure trove of all kinds of information and insights. How can people find out more about you your books and Creating We?
Judith Glaser: We have two websites that they should visit. One is a website designed around conversational intelligence, and that’s where we also have posted a lot of our blogs. I am a voracious reader and writer, so whatever’s on my mind at the time I will write a blog about it. And it gets me very excited when people reference it. So that’s conversationalintelligence.com. The other is creatingwe.com.
Pam Harper: OK. You can also find links to this by going to growthignitersradio.com and scrolling down to the resources for this episode − 131. So let’s get back to our conversation. Now in our first segment, you were talking about the whole story of how Stu Leonard was able to attract and retain top talent by focusing on developing a culture of development. Conversational intelligence is part of this; let’s talk a little bit for our new listeners about just a quick summary of what conversational intelligence is first of all, and then we’ll talk a little more about applying that.
Judith Glaser: It’s a methodology that I’ve designed and put together for CEOs who are thinking about building strong cultures and employees people in the C-suite and a leader who has responsibility for developing a culture and developing teams and developing their business and developing their people. And so I started years ago my company used to have my name Judith Glazer and I changed it and I changed it after I was hired by Random House to write a business dictionary and I had to come up with 3500 new business terms that were not in the mainstream dictionary. And that’s a lot of new terms and one of the terms that I fell in love with was the term benchmarking; it was not in the dictionary. I named my company after it − Benchmark Communications. I said, “What if I could spend my lifetime studying the best communicators in the world and figuring out what they’re doing that makes them so good as leaders and at developing a culture developing their people?” That is what my company started to focus on.
Now, “benchmarking” for some people means studying what other people are doing externally. I know that because I had I was called by Wharton to teach a course with Professor Paul Kleindoefer, who is heading up their benchmarking program. He focused on external benchmarking; and I said, “There’s something that all companies need to understand which I have come to believe is more important − this is benchmarking internally.” What are they already doing that’s great, and how do they celebrate their successes, because that’s what employees are doing already? If you bring in external points of view it’s like saying “we’re not good enough. We have to copy what other people are doing.” I felt that diminished the brainpower and the emotional commitment of employees. So a big take away for CEOs is to look inside find the people that are doing amazing things and celebrate them. For instance, when I worked with Dreyer’s and EDI’s Grand Ice Cream, CEO Gary Rogers would find 10 people every month that were doing extraordinary things and bring them into his office and celebrate their successes.
Pam Harper: And that’s important. What you’re talking about is focusing on what makes your organization special. That’s part of my experience as well because I’ve also done a lot with helping organizations to grow. We’ve found that when you can look at what’s special about your own company − your own organization − that’s where the power is.
Now, you also state that it’s important to speak up. And you know, that’s a tough thing for everyone to do. There was recently a survey that came out from Gallup that said that 67 percent of the people that responded to the survey had a tough time with communicating in general. Well, how can top leaders exemplify that it’s great to speak up and it’s great to celebrate If they’re uncomfortable with speaking up themselves?
Judith Glaser: If the leaders are uncomfortable speaking up, or if people in the company, in general, are uncomfortable?
Pam Harper: What I’m saying is both. In other words, we believe that leaders need to be able to exemplify, right? “How will I ever get comfortable exemplifying speaking up?”
Judith Glaser: Well what happens is that leaders fall into the trap of speaking up when they see somebody doing something that they don’t like. They’ll point it out, and very often do it in meetings so that it embarrasses other employees. For example, if they’re working on an experimental project where it’s set up to have you try different things, some of which are going to work and some won’t work. Leaders need to understand the concept of “priming” − how to establish a healthy context to do experiments, which they must do to be successful in the marketplace and compete against others who are in the same market. They have to share stories; they have to learn how to have healthy conversations so they can be candid and honest with each other and really talk, and make a safe space for difficult conversations.
That’s critical for a leader because the leaders that don’t do that end up with people being afraid to speak up themselves They don’t want to be finger pointed at; they’re afraid that the leaders are going to say “you did something and it was really awful. And I want to talk to you about it and let’s do it in this meeting so you can get feedback from your colleagues about what they would have done differently.” So they embarrass people.
Scott Harper: Yeah, you don’t want to do that. in fact, that reminds me of a time back when before I joined Pam where I had a large group of people. One person came into my office and felt terrible because she had made a mistake. She felt she’d made a mistake and she’d done something wrong. I said, “Well, were you born knowing this stuff? You know what you’ve done, OK. What can you learn from this?” I didn’t know the answer. It just was something that got her opening up and saying, “OK, well maybe I’m not stupid. Nobody would know what to do. How can we do this differently now?” And it was a question that I used over and over to lots of people.
Judith Glaser: You’re very smart; you’re very smart because you were asking her questions for which you did not have answers and that’s what we call one of our conversational essentials.
Scott Harper: OK. So how is this different from constructive criticism?
Judith Glaser: They’re not connected at all. Constructive criticism is often asking questions where you are guiding them to answer in a certain way that you would have answered it. You want to ask somebody a question where you don’t have any answer. This gets people to be thoughtful, as opposed to going for a question where they actually have the answer.
Pam Harper: They’re trying to lead people to what they want them to say, which is not necessarily going to be the best answer for everybody involved.
Judith Glaser: Right. You’re taking away the person’s voice, or you’re putting your intentions and your voice into their mind. And people feel that, by the way. They feel it when you say, “Speak up and tell me what you think” and then you don’t let them really share with you.
Scott Harper: Yeah, or say “you’re wrong.” I’ve actually heard that. That’s “candor,” right?
Judith Glaser: No, that’s criticism. It’s different, see.
Pam Harper: Yeah exactly. And so we’re seeing the workplace now where people are saying, “I just want to be candid with you here, and I’ll just tell you what I really think.” Well, no wonder people are uncomfortable.
Judith Glaser: There’s a way to do that though, Pam. It’s using “three Cs.” You show that you care first, and then have the courage to speak up in a way where you notice how it’s going to impact somebody. You think about that first. You’re not doing it just because you want to show that you’re smart or come out as being somebody who’s smart. If you want to be candid and share something with someone you prepare them.
It could go something like this: “I’ve been thinking about having a conversation with you and it has a lot of difficulty for me. I wanted it to expand our relationship and help us become better colleagues and friends. But I realized that it had some challenge in it and I wanted to make sure that it landed for you in the right place to help build our relationship and not have a negative impact on it. So are you comfortable with me bringing up a topic that my gut tells me both of us wanted to talk about? It might feel a little difficult at first but let’s create a space where we can have this conversation. Because I think about it a lot. And I know it’s important for us to have a conversation about how we’re working together and I want to make sure that I get your thoughts about what would make our relationship go from let’s say five to 10 if 10 is the best. I’d love to know what your thoughts are about what would make our relationship or even this conversation be one of the best that we’ve ever had with each other.”
Scott Harper: So it’s calling out the elephant in the room and making space to get comfortable with that…
Judith Glaser: Yes.
Pam Harper: There was one other thing that I wanted to get to before the break. In one of your articles you stated that in most meetings, declarative statements outweigh questions by a large margin. So that to me is very challenging. It kind of goes hand in hand with what we’ve been talking about, which is we’re trying to lead people to something. I suppose if somebody is uncomfortable with communication in general, maybe that’s why they put so much emphasis on crafting great structure and a lot of statements. Why do you think that people do this?
Judith Glaser: Well, structuring conversations − having agendas is a good idea, so people can come prepared. If you send out an agenda and ask “what would you like to put on the agenda?” it’s very different than saying “this is my agenda.” I had a client from Verizon who would put together meetings and he made the agendas. I said, “So what’s going on?” He said, “People aren’t speaking up.” I said, “Let me let’s figure out why. Let’s deconstruct it together.” It turned out that he built the agenda; I said, “Have you ever tried sending out the agenda to people in advance and having them add the things that they wanted to make sure were covered?” He said “No,”
I said, “That means you go from telling them what you want to talk about to asking them what they want to talk about.” I said “it’s going to change their whole mindset coming to the meeting.” He said, “I never thought of doing that.” I said “yeah would you want to give it a shot?” And he did. And it was the best meeting that they ever had. In fact, I got a call from the people on his team the next day they said, “what did you give my boss to drink?”
Pam Harper: It makes a big difference, and asking questions is certainly the best place to start. It comes back to co-creating. Now we’re going to take another quick break, and when we come back we’ll talk more with Judith E. Glaser, CEO of Creating We. Stay with us….
Scott Harper: You’re listening to Growth Igniters Radio with Pam Harper and Scott Harper, brought to you by business investment incorporated − on the Web at businessadvance.com.
Pam, we’ve been speaking about using conversational intelligence to help people become their best selves. And we’ve discussed how we have to overcome is our discomfort with raising issues that can be uncomfortable. You know − the elephants in the room. Now, we’ve written a Harper Report on this very issue. What are three reasons that people should read it?
Pam Harper: Well the first is that calling out the elephant in the room is probably one of the more difficult things to do, because it can look like different things, right? We spoke about one way that it appears, but it can be others.
Scott Harper: Sure. People may not even be aware that there is an elephant.
Pam Harper: That’s right. A second reason is that we talk about the food that feeds these elephants and that makes them grow big. You don’t want that. So you want to find the food you want to take away as soon as possible. And this report does talk about that.
Scott Harper: So how to starve out those elephants. What’s the third reason?
Pam Harper: The third reason is that we offer practical advice on how you can actually take control of the elephants in the room. And it’s a great starting point.
Scott Harper: So go to growthignitersradio.com, select episode 131, and request our complimentary copy of the report “How To Take Control Of The Elephants In The Room.” And while you’re at it, check out our other free resources and episodes of Growth Igniters Radio.
Pam Harper: Welcome back to Growth Igniters Radio with Pam Harper and Scott Harper. Over the last two segments, Scott and I have been talking with Judith Glazer, CEO of Benchmark Communications and author of Conversational Intelligence, about what CEOs need to know, especially in a tight labor market, for attracting and retaining top talent. Judith, can you tell us again how people can find out more about you and your books and Creating We?
Judith Glaser: Yes we have two websites. One is creatingWE.com, which represents Benchmark Communications, and the array of things that we do at the Creating WE Institute. And what we’re committed to developing with and for our clients. The other website is conversationalintelligence.com, which focuses on the book, and it has our CIQ blogs as well.
Pam Harper: And just a reminder that you can also get links to Judith’s website and articles by going to growthignitersradio.com, Episode 131 and scrolling down to resources.
If we’re talking about leading a cultural shift, we’ve been saying that it starts with top leadership. We also know that good conversation is influenced by establishing new habits of thought. So let’s talk about a few ways that people can do this. What is the first way?
Judith Glaser: I’ll give you the first way in a story. A client of mine demonstrated a great way to bring conversational intelligence into their culture. I was out in California working with them at a conference where the top 250 executives were invited to come and the CEO and his direct reports were on the stage directing the meeting. Periodically the CEO would use one of the conversational essentials that we have and call it out as an essential. Somebody would ask a question, and he would say “let me double-click on that.” One of our essentials is “double clicking” to open up a conversation and go deeper and to really explore what’s on the other’s mind.
This showed that the CEO was curious about what the person was really thinking when they asked a question to the whole leadership team. When he said “let me double-click on that with you,” it was beautiful. The whole room lit up; you could see their faces. It was like, “the CEO really cares what we’re thinking and wants to make sure that he’s got it right. He’s not just answering an information question. But he cares what we want to know, and why.”
Scott Harper: So digging deeper conveys that I’m not just waiting to talk myself. I’m listening and getting a greater understanding of how I can better meet all of our needs.
Pam Harper: I think the other thing too is that he was exemplifying the fact that he wanted to have people pay attention to going deeper. He wasn’t just saying “you people do this.” He was saying “I do this.”
Judith Glaser: He was role modeling for people so they could see how to do it in a gracious away. It demonstrates caring, not that he wanted to have the answers, but that he wanted to bring out the insights of the people in his workforce. He wanted to listen better.
Another essential is listening to connect, not judge or reject. So it shows that he was listening and he was caring about the people who work for him − that they weren’t just making money for him − that he cared about them as human beings and what they were thinking and what they needed to know more about.
Pam Harper: Just to clarify, Judith − I want to double-click a little bit on “DoubleClick” just to make sure that somebody could actually use it as an immediately actionable idea. If somebody wanted to double-click, what could they do?
Judith Glaser: They could say “Thank you so much for sharing more of your thoughts that really helped me understand what you’re looking for. It gives me clarity on what you asked me to share with you. Whatever it is that they’re talking about it gives us a chance to really go deeper into what the underpinnings are what the foundation of your question I want to make sure you understand so that I give you what you need. So it strengthens our relationship when we double-click, and it strengthens my ability to provide you what you need next for me.”
Pam Harper: So just right now, in a sense wouldn’t you say that we double clicked on what it means to double click?
Judith Glaser: Yes.
Pam Harper: OK. So let’s go to something else. What would be another immediately useful idea?
Judith Glaser: OK. Another one is using what we call “conversational agility.” Conversational agility is where you’re in a conversation and you hear a topic that somebody wants to talk about and instead of saying “I don’t want to talk about” you can say to them “let me reframe your question let me reframe the topic that we’re talking about. Are you comfortable if I reframe it this way?” This gives a person a better chance to participate in the conversation if they’re not sure they are comfortable going where the question was going − “so let me reframe.”
For instance, if a leader says “I want you to share with me the things that aren’t going right for you,” a person might say, “Are you comfortable having me reframe that to all the things that are going well. First, would you be comfortable with me doing it in that order? This is what’s great about working here.” Because sometimes leaders want to know what they can change and miss the celebrating part.
Pam Harper: So what you could say is looking at a different way of talking about the same issue but taking it from a more positive standpoint perhaps than somebody coming in and saying “well here’s everything that’s wrong.” “Well can we talk about a few of the things that are right?”
Judith Glaser: Right. And so if you double click first and say “is your question leading to what you want underneath the surface. Tell me if this is where you want to go with that.” You want to understand what you as a CEO could put more time energy and money in to help build and strengthen your business and your culture. “Help me with this. Is this where you might be leading with this question. I want to double click so I see where you’re going with this.” And if the DoubleClick doesn’t get you clarity, then you could say “Can we reframe it?” You know, that’s another way of helping get at engaging with the CEO in front of you. Keep in mind there’s a whole audience of people there and nobody wants to look bad in front of the top executives in the company, so you want to make sure you’re answering the questions that are really on the table.
Pam Harper: The other thing I was thinking is that of course, we’ve been talking about CEOs and employees, but there are also CEOs and their boards, and this applies all the way through. I mean this is for anybody, right?
Judith Glaser: It’s fascinating to see how it works with boards. I’ve coached boards and so and I’ve gotten to look at board agendas and I’ll be able to identify that they have a lot of times the agendas are working the problems. And I like to shift things from problems to aspirations. I say, “You know, is there an opportunity in your board meeting to talk about where your company wants to go next. What are the aspirations that you have as an organization?” I’m building on that.
Scott Harper: It’s great that you mentioned that because Pam and I talk about how important aspirational thinking − aspirational conversation − is, because it opens up the mind instead of shutting it down. When you talk about problems, you get tense and cortisol goes up. Talking about aspirations relaxes the mind and it becomes more creative. You’re doing the same stuff, but your neurochemistry is such that the thinking is just clearer and better and more nimble and agile as you say. So, great point.
Judith Glaser: I’m glad we’re talking about this because it uses different parts of the brain. One activates the lower brain, the primitive brain and the limbic brain which is what’s going to produce that fear hormone. That’s what you were talking about, so thank you for introducing that; that’s so important. When we talk about our dreams, that’s engaging the prefrontal cortex and the heart connection, and that’s producing a lot more oxytocin because most likely we’re going to be doing is doing something different with others and that’s the oxytocin and producing dopamine that makes us feel good. It’s part of the reward system.
Yeah, leaders make a big difference in the way their culture feels based on the three segments that we’ve been talking about. You’ve taken us into a great place where we can reinforce that by shifting the culture towards celebrating successes not just working on problems. In fact, instead of working on problems, the problems get solved. When you can celebrate some more of this successes. “What are we already doing that’s good and great and what makes us feel good as a culture what develops a strong culture strong partnerships, strong teams?”
Pam Harper: So Judith, that takes us full circle. Is there a final thought that you’d like to leave us with?
Judith Glaser: Having worked with some companies that when they started out they were $250 million. And when we were done working on our project shifting the culture, whether it’s it’s a board or whether it’s this senior executive team or strategies for how to take this into a whole culture and do a whole culture transformation. We’ve seen companies go from $250 million to $4.9 billion. It’s exciting, and it’s profitable to invest in bringing CIQ into a company.
If you have huge goals for the future place and want to know how to be more competitive in a tight labor market that we started out talking about − “How do we get the best people?” − if you engage them in transformational projects where they can put their fingerprint out there a little bit and bring their dreams to life, that’s what attracts great employees.
Pam Harper: Well, thank you, Judith, for being our guest once again on Growth Igniters Radio.
Judith Glaser: I love our conversations, so thank you for inviting me back again.
Scott Harper: We love them too, Judith. Thank you so much. And thanks to you out there for listening to Growth Igniters Radio with Pam Harper and Scott Harper. To check out resources related to today’s conversation, share on social media, Read Judith’s bio or open a conversation with us, go to GrowthIgnitersRadio.com and select Episode 131.
Pam Harper: Until next time, this is Pam Harper and Scott Harper wishing you continued success and leaving you with this thought to discuss with your team:
Scott Harper: How can we use conversational intelligence to become the employer of choice, especially in a tight labor market.?