Change your speed to change the game

We know the issue. We talk and we talk about people: the talent shortage, large blocks of retirement, and the newbies, who come in for a peek, only to exit in haste. People issues are not a thing, they are the thing in operating a business. As we gather steam for the season ahead, this post offers three ideas about people and building the team by narrowing the gap on finding candidates, training, and getting people on the team with greater speed and urgency.

Hiring is still that same program it was just a few months ago. It might, however, be time to step back, review the process, and refresh the page. In a country where 10,000 people turn 65 every single day and then for the next nine years, it feels like it’s time for a new sheriff—or at least a new plan. In this new In My Opinion post, I provide three ideas about moving the ball faster, with quality and performance as essential pillars. Here are my three thoughts:

Never stop recruiting. Time to step on the gas. Time to have rolling applicants come through the door, as opposed to a hopeful, select few. Most young people come to the job as a mound of clay. It takes time and targeted effort to mold these rookies into your next experts. Have a plan. Work obsessively with every new hire. Be patient and be diligent. These might-be superstars simply do not yet know the landscape or their capabilities. It is the role of leadership to uncover the next stars. When searching for candidates: talk with every employee. Talk to your members and your many sales reps in all service categories. Widen your ask and then never stop. It is important to include every manager in the recruiting process. Create soft candidate budget numbers. Even if candidates turn you down today, keep their information on file as circumstances change. Many people on average last in a typical role for less than 18 months.

Build an intense 30-day development plan. Accelerate your training. Reset a plan to include the immediate, necessary skills needed for the first 90 days. Once the new team members get the feel of their role and the operation, your team can then reset training with a longer view. Create a sense of urgency with everyone in leadership. Have full-time staff members involved in the training, and most importantly, the reinforcement of that initial training. Every day counts. Every connection matters. At the end of the 30 days test and retrain where necessary. Never assume the training stuck. This is about building and developing…