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Debating My Greatest Work With My Punk Kid: Part 3

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We’re wrapping things up today with what I consider the greatest work I’ve ever done. Nico still insists on arguing with me, but he’s slowly coming around as we cover the final points.

Once again, here’s an outline of our discussion, with timestamps so you can skip ahead or rewatch any sections:

1:31 – Practice mastery is, itself, the necessary precursor before great and vast goals can be realistically set.
3:00 – Standards, necessities, and the fundamentals and foundations of predictable performance are a far greater competency than most of us recognize.
4:55 – Understanding the verbiage of the numerical proof.
5:30 – How to avoid planning to fail and transform your approach to planning.
7:15 – Recapping the Proof of Numerical Caring and its ability to help you reach your goals.

If you have any questions about this or any other topics we’ve discussed, don’t hesitate to reach out to us by phone or email. We’d be happy to speak with you.

How your goals prove that you care…or that you don’t!

Preamble: What you’re about to walk through, step by step, will be for the vast majority, completely counter-intuitive. Most us have bought into something I’ll call The Myth Of Greatness, or worse, The Myth Of Instant Greatness. We approach goal setting as if the emotional high of the dream will be sufficient to pull us through all the challenges from beginning to end. Sadly, this is simply not so. Greatness is actually built up upon the foundation of practice mastery, which must be attained in a sustainable manner with daily, rhythmic execution. I’m not asking you to agree right now, in advance. Or, even merely after you read and study the steps below. I am assuring you that this proof will withstand any form of testing you wish to give it, though. It is bedrock solid. So, if you’re willing, just open your mind a bit and see where the steps lead.
I do, however, have to warn you in advance. The good news is that if your goals live up to these 10 points, you can easily prove you care. But the bad news is that if even one of them is missing…

Here we go:

1. We must care, each day, whether or not we hit our numerical goal for that day as a binary minimum. Binary? At or above = success; beneath = failure.

Care About: The day itself, alone.

2. We must care, each day, about the impact of hitting or missing today’s goal as it relates to the entire week’s numerical goal also as a binary minimum.

Care About: The impact of one day’s outcome as it affects the week’s performance.

3. We must care about the week’s goal, all the way to the point where we’ll correct our behavior so as to hit it.

Care About: The week itself.

4. We must most especially care as the cumulative percent of goal begins to predict failure for the week. This means that…

Care About: Cumulative days’ impact when predicting the week’s failure.

5. As one day’s failure is followed by another, we must care more, and work more to correct so that the week’s goal can be hit.

Care About: Investing more and more, as failures mount.

6. We must care about the force, effectiveness, intelligence, accuracy, proficiency and practice of planning, and learn how to enhance our planning during any given week, as our percentages fall off, so as to correct for them. And…

Care About: Planning as the ultimate tool of performance correction.

7. We must care about the intensity, the rising intensity of our dedication, commitment, focus, sacrifice, endeavor and just plain hard work, harder and harder work, until we learn how to hit our daily goals as predictable minimums and not randomly.

Care About: The harder and harder work to ensure that planning converts to and succeeds in execution.

8. The word for this is…FLOOR. Our daily goals must become a type of floor beneath which we do not drop, so that our weekly goal can also become a completely predictable minimum. If you learn how to do that, how to make your weekly goal a floor, then no one will ever be able to accuse you of NOT caring! Least of all…YOURSELF.

Care About: Goals as, ultimately, a 100% accurate prediction of performance as a Floor.

9. But what about great goals, inspiring ones, those requiring more than all you have? There is a place for such goals, absolutely. And, when you’re ready for them, they can be some of the most exciting and powerful challenges you ever tackle. But, these are NOT the stuff of daily practice mastery. Where practice mastery empowers such goals over time, practice mastery is, itself, the necessary precursor before such great and vast goals can be realistically set.

Care About: Daily practice mastery as the path to greatness.

10. Rather, what is needed are standards, necessities, the fundamentals and foundations of predictable performance. This is a far greater competency than most of us recognize. What is needed are goals that, when hit truly do qualify as success, but success at its most basic, sustainable and necessary. The minimum cannot be so low as to lead to unsustainable results. Thus, your daily and weekly minimums must be as low as possible, but not too low. Finding sustainability is a tremendous challenge in its own right. And, there is never a penalty for exceeding your minimums. But, they must stand strong such that where missing them equals failure, hitting them equals success, sustainable success.

Care About: Goals as necessary-yet-sustainable minimums that assure success.

My Greatest Work – The Great Debate Part 2

 

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Today we’re back with the second part our debate. My punk kid is challenging my proof, so I share my wisdom with him in return. Below, you’ll find the points we debate in the video, as well as the work in its entirety on a separate post.

How your goals prove that you care…or that you don’t!

5. As one day’s failure is followed by another, we must care more, and work more to correct so that the week’s goal can be hit.

Care About: Investing more and more, as failures mount.

6. We must care about the force, effectiveness, intelligence, accuracy, proficiency and practice of planning, and learn how to enhance our planning during any given week, as our percentages fall off, so as to correct for them. And…

Care About: Planning as the ultimate tool of performance correction.

7. We must care about the intensity, the rising intensity of our dedication, commitment, focus, sacrifice, endeavor and just plain hard work, harder and harder work, until we learn how to hit our daily goals as predictable minimums and not randomly.

Care About: The harder and harder work to ensure that planning converts to and succeeds in execution.

8. The word for this is…FLOOR. Our daily goals must become a type of floor beneath which we do not drop, so that our weekly goal can also become a completely predictable minimum. If you learn how to do that, how to make your weekly goal a floor, then no one will ever be able to accuse you of NOT caring! Least of all…YOURSELF.

Care About: Goals as, ultimately, a 100% accurate prediction of performance as a Floor.

  
To read all 10 points, go here.

  

Here’s an outline of what we talked about, with timestamps so you can skip ahead or rewatch any sections:

1:12-Caring about the cumulative percentage puts each day into relationship with the weekly goal.

2:00– Preparation is necessary: Force, effectiveness, intelligence, accuracy, proficiency, and practice of planning.

4:44– Caring about the rising intensity of our dedication, commitment, focus, sacrifice, endeavor, and hard work.

8:15– Any goal that you hit as a predictable minimum is a goal you actually care about. In other words, a real goal.

Stay tuned for part three of this series. If you have any questions about this or other topics, feel free to reach out to us via phone or email. Hope to hear from you soon.

Debating My Greatest Work With My Punk Kid

 

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We’re here today with the proof of numerical caring, which I consider the greatest work I’ve ever done. It’s going to need a better name, but we’ll get to that eventually. We’re going through the first four points on the list today for part one. If you’d like to read the first four points of Pasquale’s proof, here they are…

To read the proof in its entirety, go here.

How your goals prove that you care…or that you don’t!

1. We must care, each day, whether or not we hit our numerical goal for that day as a binary minimum. Binary? At or above = success; beneath = failure.

Care About: The day itself, alone.

2. We must care, each day, about the impact of hitting or missing today’s goal as it relates to the entire week’s numerical goal also as a binary minimum.

Care About: The impact of one day’s outcome as it affects the week’s performance.

3. We must care about the week’s goal, all the way to the point where we’ll correct our behavior so as to hit it.

Care About: The week itself.

4. We must most especially care as the cumulative percent of goal begins to predict failure for the week. This means that…

Care About: Cumulative days’ impact when predicting the week’s failure.

  

Here’s an outline of what we talked about, with timestamps so you can skip ahead or rewatch any sections:

1:10-Why your goals must be binary in order to achieve mastery

4:45– The impact that your daily goals have on your weekly goals and vice versa

8:15– Why setting consistent weekly goals is the key, no matter what your numbers are

12:45– The key to bringing a sense of urgency in hitting your weekly goals and how it relates to prolonged success

We’ll be back soon with part two. Until then, if you have any questions feel free to reach out to me by phone or email. I look forward to hearing from you soon.

The Missing Key Revealed

 

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If your work is starting to feel like you’re pushing a rock up a hill only to watch it roll back down, don’t despair. We’ve got a tried-and-true solution to beating the drudgery. But making each and every day feel worthwhile will take hard work and discipline.

Here’s a summary of today’s discussion on this subject with timestamps so that you can skip ahead to any part that particularly interests you.

1:10– How we build our database and produce these videos, and how you can, too.

2:43– Why does daily drudgery happen?

4:09– The solution to getting rid of daily drudgery.

5:45– How to refine your focus.

8:12– How to make meaning and develop daily goals.

The numbers couldn’t be simpler. Each day represents 20% of the week’s available time for effort toward the goal. While you’d think that anyone could do the math, that’s not an accurate assumption. So…

First, here’s an example:

Monday: 4
Tuesday: 4
Wednesday: 4
Thursday: 4
Friday: 4
_______
Week: 20

Second example, in actual percentages:

Monday: 20%
Tuesday: 20%
Wednesday: 20%
Thursday: 20%
Friday: 20%
_______
Week: 100%

Third example, getting ahead of the curve – or – BUFFERING!

Monday: 30%
Tuesday: 30%
Wednesday: 20%
Thursday: 20%
Friday: 0%
_______
Week: 100%

11:25– How can you be sure that daily and weekly goals will make a difference?

13:51– The importance of caring.

There is, however, something very strange that arises from these simple numbers. The topic is caring. The question is, how does one care about a number? And the required solution takes the form of the following proof. What is a proof, and who cares anyway? No matter, and no worries. What follows is a proof and you should care. So there…
 

The Proof of Numerical Caring, that is, caring about a Single Goal isolated as a Number:

1. We must care, each day, whether or not we hit our numerical goal for that day.

2. We must care, each day, about the impact of hitting or missing today’s goal as it relates to the entire week’s numerical goal.

3. We must care about the week’s goal, all the way to the point where we’ll correct our behavior so as to hit it.

4. We must most especially care as the cumulative percent of goal begins to predict failure for the week. This means that…

5. As one day’s failure is followed by another, we must care more, and work more to correct so that the week’s goal can be hit.

All of which leads to three other forms of caring…

6. We must care about the force, effectiveness, intelligence, accuracy, proficiency and practice of planning, and learn how to enhance our planning during any given week, as our percentages fall off, so as to correct for them. And…

7. We must care about the intensity, the rising intensity of our dedication, commitment, focus, sacrifice, endeavor and just plain hard work, harder and harder work, until we learn how to hit our daily goals as a steady floor and not randomly.

8. The word for this is…FLOOR. Our weekly goal must become a floor, a floor beneath which we do not drop. Ever. If you learn how to do that, no one will ever be able to accuse you of NOT caring! Least of all…YOURSELF.

 

16:45– How to approach the marketing side of things.

18:15– Making job order leads a real connection.

18:28– Defining a successful day.

19:30– How to plan using a daily percent of a weekly goal.

21:17– Staying invested and motivated to beat daily drudgery.

If you have any other questions or would like more information, feel free to give me a call or send me an email. I look forward to hearing from you soon.

Good News—You’re the Problem. Repair the Bond With Your Recruiter

 

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As a manager, the bond you have with your recruiter is extremely important. So what happens if they miss their targets consistently, don’t seem to care, or become frustrated because they don’t know how to get to the next level? You may even be frustrated because you don’t know how to connect with them or help them.

When this happens, the bond is broken. The good news is that you’re the problem. There are three key elements that you need to know in order to understand the bond, repair it, and use it to move your whole team forward.

You can watch our full conversation above, but here are a few highlights of what we talked about so you can jump to whichever part interests you most if you so choose.

3:00 The three key elements of the bond are the knowledge in your head, your emotions, and your identity.
6:00 To bond on the knowledge level, set up accountability. To bond on the emotional level, set up an agreement.
12:00 The biggest mistake (and the most common reason why bonds break down) is to make accountability negative. Why recognizing the positive is so important.
15:00 Identity—why a resilient ego succeeds.
20:00 How do you dream for someone else? Creating a dream for your employees.
25:00 Assessing and repairing the bond.

If you have any questions for us about this topic or anything else related to your career, give us a call or send us an email. We would love to hear from you soon.

Where to Turn on the Road Map to Leadership

 

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We have developed a road map that will tell you where you are, where you want to go, and what you want to do right now. It involves carefully looking at four sequential steps and determining how they fit into your practice.

Implementing each of these steps is essential in taking charge of your leadership and of your career. You can watch our full conversation above, but here are timestamps of what we talked about so you can jump ahead to the part that most interests you if you so choose.

1:00 The signs and symptoms of someone who hasn’t yet taken charge of their leadership.
3:30 The four sequential steps to take to turn things around.
7:30 Practice doesn’t make perfect, perfect practice makes perfect. How can we ensure we’re practicing the right way?
10:30 The difference between leading others and being self-led.
14:00 A walkthrough of the process of using this road map with an employee.

If you have any questions for us about this topic or anything else related to your career, give us a call or send us an email. We would love to hear from you soon.

Breaking Down the 7 Fundamentals of Recruiting

 

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No matter what you do, the fundamentals are the most critical aspect of your endeavor. Even the best people in their profession go back to the fundamentals when they get into a rut. That’s how they got to the top in the first place—the fundamentals.

What are the fundamentals of recruiting? They can be broken down into a list of seven skills, and this is as strong of a set of fundamentals to reflect the reality of recruiting that you will find anywhere:

1. Plan your contacts. I mention this first because it’s the most important of all the fundamentals. You can’t succeed in any kind of recruiting practice without planning, and the key to planning is knowing who you will speak to.

2. Connect with managers and candidates. By connect, you can reach out and leave a voicemail message, but you don’t really need to get a callback. That’s wonderful if you do get one, but the purpose is to initiate an actual connection, which is the true fundamental here. Don’t just talk to managers, either—candidates are just as important as a source of information as managers. A manager can be your very best candidate depending on what level they’re managing at and what kinds of openings you’re searching for. You should have two objectives for each call—to drive toward a candidate to send in on a job order or opening and/or speak with a manager to make introductions and get send-outs.

3. Find openings. Once you connect with managers and candidates, the ability to find openings is where this process turns from a warm conversation into an act of business. Finding openings gives you tremendous tactical power for the next fundamental on this list.

4. Find qualified talent. This is what we sell more than anything else. The previous three fundamentals are essential to our practice, but when we’re pitching our service, it’s our ability to find qualified talent that is the greatest value we provide. On a fundamental level, you need to be able to find more qualified talent in a rapid, effective, and profitable manner for your clients better than they can on their own.

“No matter what you do, the fundamentals are the most critical aspect of your endeavor.”

5. Complete introductions. I like the word ‘complete’ in this context for two different reasons. First, you want to ‘complete’ as many introductions as necessary to fill any search. I also like the word in a descriptive manner—to make an introduction, you need to do it ‘completely.’

6. Nurture negotiations. The moment the introduction is completed and the hiring manager and the candidate agree to meet each other, that’s when the negotiation commences. You shouldn’t have “being pushy” as part of your fundamental skill set, and you don’t want to force a negotiation. You want your negotiations to have plenty of room—or what I call slack—so you’re not disappointing expectations and you’re drawing people together.

7. Drive decisions. Decisions aren’t just one of the fundamentals of our skill level—they’re the very purpose of what we do. We strive to make better decisions for people than they could have on their own. All companies have some form of internal recruiting ability, but they don’t make the decisions. The best decisions come from a process. We have a panoramic view of the market and the competitive space from which managers and candidates come from, and we drive the best hiring decisions for them that are possible. That’s the basis of our industry.

When you look at this list, it might seem a bit daunting or overwhelming at first, but don’t think of it that way. You can break this process down into each one of the skills we’ve listed, and focusing and working intensely on just one will naturally lead you to the next one. From the rookies to the best performers in our industry, anybody can look to this list to improve their service. I personally couldn’t be more excited about having it.

If you have any questions or find yourself in a rut, feel free to reach out to us. We’re here to help.

So How Much Untapped Success Do You Have in You?

 

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Do you have more potential as a recruiter? It’s a question you may have asked yourself if you seem to have hit a wall in your production. A lot of people have doubts about being able to do more, achieve more, and succeed more, so it’s nothing to feel bad about. In fact, that’s absolutely the right question you need to ask. When looking at your future, it’s the best way to get you started on a path forward.

Whether you can do more in your business comes down to quantity vs. quality. When talking about quantity, it’s all about investing time and effort. If you’re not investing enough of either one of them into your work, you’re not going to be focused throughout the day. That person has tremendous potential, they just haven’t realized it yet. Once they learn their power, they are going to explode.

To get to that point, however, you need to learn how to engage in better planning, engage in more focus while working, and work harder while you’re working. If you discover your day is going by, you’re bored, daydreaming, and making unimportant phone calls, you aren’t working hard enough to realize your potential. Correcting behaviors like this and replacing them with better ones will help you realize your potential.

“If you can give more, you can get more.”

Once you start investing more effort, it will fuel you forward to invest even more of it. When you see yourself focused and working hard throughout the day, you will increase your performance and productivity tremendously and will be able to reach your potential.

When it comes to quality, there are a few myths we need to address. The worst one is justifying low effort with the argument of quality over quantity; the thought that maybe you don’t have to make as many phone calls because you got lucky and made a few connections. It’s a real destroyer of potential.

The people that get lucky with job orders and don’t put in the effort rarely hit their job order goals. The correlation of high quality (which is actually luck) and low effort will skew your perspective and could really come back to bite you. High effort leads to a different base, or a higher floor if you will. With high effort, you gain much more experience by having to have so many different conversations. After a while, you will begin to understand why some deals happened and some didn’t. This type of learning will help you understand what real quality is, down to a formula. Once you have that skill, your knowledge will explode and so will your business.

Very few of us have low potential. Someone with low or no potential has an unwillingness to work harder and is content with a low amount of effort. After a certain point in this business, an exhaustion or spiritual weakening may start to set in, but you’ve got to push through. Better effort, better planning, better execution, and better learning will lead to a better business and a better life.

If you have any questions for us about how you can realize your potential, give us a call or send us an email. We look forward to hearing from you soon.

I Have Dirt on Mike Gionta

 

 

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