Transcript
WEBVTT
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There's a ton of noise out there. So how do you get decision makers
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to pay attention to your brand?
Start a podcast and invite your ideal clients
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to be guests on your show.
Learn more at sweet phish MEDIACOM. You're
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listening to be tob growth, a
daily podcast for B TOB leaders. We've
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interviewed names you've probably heard before,
like Gary Vander truck and Simon Senek,
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but you've probably never heard from the
majority of our guests. That's because the
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bulk of our interviews aren't with professional
speakers and authors. Most of our guests
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are in the trenches leading sales and
marketing teams. They're implementing strategy, they're
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experimenting with tactics. They're building the
fastest growing BEDB companies in the world.
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My name is James Carberry. I'm
the founder of sweet fish media, a
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podcast agency for BB brands, and
I'm also one of the CO hosts of
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this show. When we're not interviewing
sales and marketing leaders, you'll hear stories
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from behind the scenes of our own
business. Will share the ups and downs
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of our journey as we attempt to
take over the world. Just getting well,
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maybe let's get into the show.
Welcome back to be tob growth.
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I'm Logan lyles with sweet fish media. I'm joined today by Carrie held she
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is the strata G Director of employee
engagement at seagoing gale. Carrie, thanks
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so much for being on the show. How's it going today? It's going
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really well. Thank you for having
me. I'm excited to be here.
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Absolutely carry. We're going to be
talking about some specific strategies around employer branding
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and employee engagement today. For a
little bit of context and why you're joining
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us to speak on these topics that
you're so passionate about, Carrie, can
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you give us a little bit about
your background and also what you in the
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team at seagling gale or up to
these days? Absolutely so, here it's
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he going, Gal. We are
a full service brand experience agency. We
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work with clients sort of across many
different industries and building net new brands as
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well as we creating brands, and
the work that my team does is focused
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around employee engagement and employee branding,
so essentially making sure that the people and
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culture piece of the brand is is
aligning, and so thinking about everything from
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if there is a if there's a
rebrand, how are we making sure that
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we're bringing people along for the ride? How are we making sure that we
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are inclusive, you know, of
everybody on the team, giving them in
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a both, you know, from
a hiring perspective, from giving people the
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tools and training they need to get
their jobs done well, and also,
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you know, around how are we
actually driving driving brand into behavior so that
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it doesn't become something that's just,
you know, any logo or a new
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magnet or something that's sitting on the
wall, but it's actually something that's being
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embedded into into the organization. Yeah, absolutely, and I'm really excited to
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have this conversation with you, carry
because I've seen some of the content that
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you put out and you seem to
be very passionate about this connection between employee
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engagement and employer brand, and one
of the things I've been talking with a
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lot of folks about lately is that, you know, employee experience often heavily
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influences, if not greatly dictates,
customer experience and everyone that I talk to,
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whether they're in customer success, marketing
or sales, taking a holistic look
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at customer experience is a very important
topic. These days. So I'm excited
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to unpack the correlation between these two. Can you speak to that a little
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bit? You know, I've heard
you say that you know it's really important
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to drive on brand experiences from the
inside out. Can you talk about that
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connection and and what you mean about
this inside out methodology? Sure, so,
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you know, I think at the
core of it is the is the
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notion of, you know, happy
employees leading to happy customers, right.
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And so, you know, we
are certainly in the era of glass box
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brands, if you will, or
people can see, you know, there's
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there's no more hiding and saying,
you know, we as a brand stand
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for x, when actually, you
know, there's a lot going on within
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the organization that are not setting people
you know, setting your people up to
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be able to actually deliver on that
bright experience. And so thinking about how
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to, you know, really define
and you know, we are here to
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go and get the simplicity company,
and so we're always coming back to finding
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simple, meaningful ways of connecting both
customers and employees to the brand. And
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so thinking about, you know,
if this is, you know, being
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really clear on the purpose of the
organization and what you're set out to do
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as a brand and what makes you
different and special and then getting really clear
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on, you know, what is
our philosophy or and how we get that
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done, how we interact as at
you know, with each other and how
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we interact with our customers. And
then how do we hire for those characteristics?
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Right if we're looking for people to
deliver certain kind of experience, you
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know, how do we make sure
that we're hiring the right kind of people
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who can do that, you know, across the organization and that's both the
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right fit technically as well as the
right fit sort of emotionally? Do they
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have the skills that they need to
be able to deliver what what we're expecting
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of them? Are we giving them
the you know, the the right tools
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and training and messaging to be able
to deliver on that? And again,
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are we actually as an organization?
I think it just gets back to the
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glass box piece. Are We walking
the talk? Are we demonstrating, you
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know, our leaders demonstrating the behaviors
that were asking, you know, the
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team members to do throughout the organization? Are we are we standing for something
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as as a brand and as a
company in a way that that, you
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know, lines up with what we're
putting out in the world. I love
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your comment there about simplicity. Carry
you know about this time last almost twelve
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months ago, our team went through
an exercise. We had, you know,
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seven or eight core values and they
were listed in a blog post somewhere.
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But even if you asked all the
members of our team, which was
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even smaller at that point. We're
not a massively large organization, it was
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a small percentage of folks that could
probably list all of those. Often over
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the last year we went through an
exercise to boil down our core values to
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two three that were very succinct,
very simple and the most important to us.
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And and today I think if you
took that same pull throughout our organization,
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just about everyone would be able to
repeat, you know, our three
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core values, because not only did
we simplify them, but we work them
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into our daily conversation in a lot
of ways. You know, we touched
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there on employee engagement and, I
think like customer experience, like sales and
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marketing alignment. You know, it's
a buzz word, it's a term that
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we're talking about a lot these days, but if you ask ten different people
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you might get nine or even ten
different answers. Can You? Can we
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camp out on that just for a
second? As you're consulting with clients,
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I imagine you're kind of drawing the
line between what is employee engagement and what
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isn't it. Can you kind of
unpack that loaded term for us a little
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bit with the work that you guys
are doing? Absolutely, Yes. So
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I think a couple things. I
think one the difference to to me,
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to us, between, you know, actual engagement and say, employee experience
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right is, I think a lot
of time still hear companies or you'll,
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you know, read blog post or
seek ups talking about, Oh, well,
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you know, we are employees,
are highly engaged because, you know,
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we have foodball tables in the office, we have, you know,
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take parties every week, we have
all these events that we do, we
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have you know, and those are
those could all be great things that create
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a great employee experience. That would
essentially create a great employee experience for almost
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anyone. I think true engagement comes
when there's alignment between the business goals and
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spend brand right and the people who
are working there when they feel like there's
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a sense of purpose, a sense
of meeting behind what they're doing. where
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it's right fit talent, feeling engaged
with your work, the work that you're
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doing every day, because it's the
kind of work that you are where you're
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learning and growing, and it's you
sort of in the right position and feel
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aligned with where the brand is going
overall and with the, you know,
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the people that you're sort of on
that journey, if you will, with.
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Then I think that gives the ability
to feel truly engaged versus, you
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know, I'm having a great experience. It's almost like you can almost liking
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it to dating a person for the
wrong reasons. Like you like where,
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you know where they take you,
you like, you might like some of
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the parties you go to, but
like, when it comes to the end
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of the day, you need to
like the person, and I think that's
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that's true for companies to I think
true engagement means that you really you feel
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a sense of connection to the work
that you're doing and to the people that
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you're doing it with and that you
know the simplicity of the brand and the
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way that it's connecting people is a
real opportunity to make that happen. Yeah,
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I love that analogy. You know, we have dating analogies in sales
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and marketing all the time. I
love the way that you drove it home
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there. When it comes to employee
engagement, talking about it's not just a
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superficial relationship because, you know,
we have happier on Fridays and we have
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ping pong tables that, you know, contribute to an experience. But at
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the at the heart of the matter
that connection to purpose is more important to
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that engagement piece. You mentioned simplicity
again. Are there some specific things that
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that you recommend to folks carry or
your team does when it comes to simplicity
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and employee engagement? Are they making
it too complicated? Are there's some common
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pitfalls that you guys see as you're
working with clients? Yeah, I think
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your example earlier logan around, you
know, the the having, you know,
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eight values instead of three, was
a great one. I think oftentimes,
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what if we're going into work with
a client, whether it is a
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you know, around a black entire
brand platform or, more specifically, around
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a talent brand platform, you know, we're help oftentimes we're not creating something
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or coming up with a brand new
idea, we are helping them to find
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their center of gravity right and so
oftentimes there's just too many things, it's
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too complicated and, to your point, people can't remember what it is.
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You know what it is we stand
for and if you stand it's like if
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you stand for everything and you stand
for nothing, or I think I'm getting
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that that quote not exactly right.
But really finding what is it? What
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is our North Star? What are
a center of gravity? What is the
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thing that, if all else goes
away, we really stand for? And
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I think helping, helping to define
that in a way and clarify that in
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a really simple way for people so
that you know, you know, if
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they're out of the cocktail party and
someone asks them about you know what is
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the company's purpose or what is it
they do, that it's really simple and
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easy for them to explain. I
think it's sets both, you know,
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that individual as well as the company
up for success. The other thing I'll
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say about that is that having you
know when you've done that well and when
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there is this sort of simple,
clear way around what that value proposition is,
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it allows its really act as a
filter for decisionmaking. Right, so,
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whether it's a large decision that the
company needs to make at a strategic
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level or smaller day to day decision, you know, with an a one
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on one customer interaction, when people
are really clear about what the company stands
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for, what the values are,
what they're trying to achieve. It allows
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sort of everybody within the organization to
be able to make decisions based on that,
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which I think has a huge impact
on the customer or client experience.
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Well, hey, everybody logan with
sweet fish year. You probably already know
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that we think you should start a
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our sales team actually leveraging the PODCAST content?
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All right, let's get back to
the show. Yeah, absolutely, I
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love that. You know, it
kind of comes back to that simplicity,
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right. It gives you a filter, it gives you a framework for decisions,
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whether that's staffing, whether that's,
you know, org chart decisions,
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that's, you know, hiring decisions. We were just talking about this the
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other day. You know, two
of our core values. One is love
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people well and another is own the
result, which is all about, you
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know, not just doing your job
and owning, you know, your input,
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but when you hit something, when
you hit a wall and obstacle,
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you need to think creatively to get
to that end result and taking ownership of
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it. That those two. Oftentimes
it can be a balancing act, right,
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especially for those in management. How
how do you encourage people to own
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the result and put for that accountability, but also love them well and doing
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it in a loving manner? And
so it was funny how it came up
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in conversation the other day of just
like well, this seems like a scenario
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where you need to balance both of
those and and just gave us that common
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language. So I can speak to
that. That simplicity, you know,
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just being a benefit on a very
day to day basis. You mentioned something
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there. Carry we talked a little
bit about recruiting, attracting talent based on
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what your brand stands for. Can
you give us some thoughts on making the
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brand attractive and drawing in, as
you mentioned earlier, folks that that align
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with the the core values of the
company and also, you know, attractive
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to customers at the same time,
because I think sometimes employer branding can can
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be used synonymously with recruiting, and
if you could speak to maybe some of
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the differentiation there how to go about
both of those effectively, you know,
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simultaneously? Yeah, so it's interesting, I think sometimes, you know,
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we've had the experience recently with a
few clients this year. We're actually their
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brand recognition was a bit of a
double at stored for them. So we
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do we were doing a lot of
work with sort of a very, very
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wellknown client and attacks industry, and
so they're very, you know, everybody
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thought of them in one way,
yet they were trying to attract very different
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kind of talent at the corporate level
and so I think, you know,
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it's so it's a challenge because in
one sense it's great. Everybody's heard of
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you and the other sense it's not
great, because everybody's heard of you and
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thinks of working that. You know, what it must mean to work there.
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Have to be an accountant or have
to be somebody who's, you know,
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violent taxes. And so one of
the things that we that we focus
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on here at Siegel and gale is, first, you know, we are
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we are a fact based, data
driven companies. So we're always trying to
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gather our facts first and understand who
is it that we're trying to attract and
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also what is the culture, what
is the actual culture of this company,
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and what are the things that they're
doing that people may not know about,
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and then aligning those two things together. And so one of the things that
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we are we focus on what this
client was getting a sense of. Okay,
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if you're if you're looking to attract
a new kind of talent in really
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focusing on you know, engineers might
not think of this place of being the
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right place to work for them,
but when you start to unpack and uncover,
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you know what all of the things
that the company is doing and the
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fact that to work, to work
there's an engineer you'd actually get to get
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your hands on, you know,
the development of new products and that engineers
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are actually, you know, look
always looking to solve problems and be able
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to be connected to the end product. You know, we were sort of
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uncovering all that and that allowed us
to create an employee value proposition and messaging
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that was actually was true to the
organization, but also would attract a new
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kind of talent. And so I
think gathering those facts and understanding more about,
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you know, the actual culture of
the company and, you know what
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else, what else they do besides
what you know, what people know them
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out there in the world for at
the brand level, was really critical.
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I love it. So it seems
like one of your strategies for your clients
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is to, as you mentioned,
discover what people may not know about the
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brand, and I kind of think
about this concept of the curse of knowledge.
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Right, we kind of get blinded
to what's right around us and and
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we may not realize, hey,
there's actually value here. We should kind
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of we should tell this story,
because this would be this would be engaging
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to this you know, target candidate
pool, just like the example that you
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just shared carry, which I think
was a great one. You know,
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obviously bringing in someone from the outside
with fresh perspective, like you guys,
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adds value because of that curse of
knowledge. Are there some small ways or
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some common areas that you guys look
at? If folks listening to this are
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trying to uncover those little hint hidden
gems that they don't necessarily realize could be
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those differentiators or those right, you
know, attractive things for their potential employee
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candidate pool? Are there some specific
areas or common things that that you guys
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suggest folks look at that maybe folks
listening to this could start to think about
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within their own organization? Sir,
I think to when it comes to looking,
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you know, inside, a sort
of holding the mirror up, if
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you will, within your organization.
You know, there's obviously, if we're
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going in a working with clients,
we know we're often doing focus groups and
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interview you and so there's ways to
really, you know, spend some time
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talking to the people like you know
it, identifying who are who are the
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people you know? Who are your
top talent? Who are you trying to
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replicate and understanding? What are those
characteristics that make them great? What are
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the kind of people that really work
with you know well within this organization,
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because that's you know, look,
that's another piece to right. It's everybody
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is not right for every company.
Know what, there you could be a
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rock star in one place and then
you move into a different culture and there's
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and things. You know, there's
red tape and there's things are getting in
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your way and you're not able to
deliver in the same kind of way.
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And so really getting clear on,
you know, getting clarity around what what
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you know, what the culture is
doing well and what opportunities might exist,
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I think is huge. Talking to, you know, talking to a lot
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of people, but especially to people
who you think are the type of people
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you want to replicate and understanding what
are some of those characteristics, both culturally
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and individually. Right, I love
that idea of, you know, getting
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internal feedback from from the folks that, as you say, you might want
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to replicate. You just got to
be careful, you know, you don't
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want to do it in the office
space sort of way. Right. Right,
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let's kind of wrap the conversation here. Carry with is some best practices,
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some tips, some advice out there
for folks when it comes to their
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employer brand. You guys do a
lot of consulting with clients. You've shared
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some some great insights into really thinking
about employee engagement in a different way and,
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as we started the conversation, that
employee engagement can feed into, you
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know, what exists is your employer
brand. So as folks think about the
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importance of their employer brand and what
to start working on there today, is
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there some some advice you want to
leave with folks today before we wrap up?
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Sure, so I think. I
think one is it because it Harkens
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back to the idea of you know, if you've got that clarity where employees
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are able to have some freedom and
make decisions because they're there's such simplicity and
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in the purpose of the brand and
the purpose of the company and sort of
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synchronicity amongst the culture, I think
you're able to give employees more opportunities to
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actually, you know, utilize ideas
both internally and externally. So, you
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know, one example that I think
it's great is the company Bookingcom, where
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they actually gave all of their employees
go pro. They keep, you know,
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go pros to go out vacation and
capture experiences. So, you know,
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again in this class box brand world, you know, the more that
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you've got people as certainly from the
town and recruiting perspective, nor the you've
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got employees themselves out there in the
world sharing their experiences, you know,
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on Linkedin, on any other form
of social media. The more it's believable,
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right, because people will believe what
they're hearing from actual employees themselves more
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than they will from, you know, from senior leadership with the brand.
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So finding you and creative ways,
I think, to connect employees to the
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brand in that way and get them
out there talking about it in an organic
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way. I think it is a
great opportunity. I think you know,
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as we sort of started off talking
about, we are, you know,
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a brand experience firm, and just
as custommers are looking for that full or
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looking for and expecting that full brand
experience, employees are as well. And
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so I think one of the things
that we work with our clients around is,
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you know, shifting, you know, even when it comes to how
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they talk about, you know,
the benefits of working for the organization,
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not just focusing on traditional benefits but
really thinking about what doesn't mean to work
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here. What do you you know, what's the given, the get of
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working here? Why is that?
What makes us different and special and really
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focusing their messaging around that on,
you know, the things that you know,
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we move fast. You know,
we move got quickly here. You
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won't have to deal with, you
know, with red tape or hierarchy,
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whatever it is that makes that organization
special, focusing on those benefits as opposed
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to just sort of the traditional monetary
or, you know, at our benefit
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packages. And then lastly, I
think, you know, there's so much
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talk around, obviously, you know, today's world, around corporate social responsibility
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and see us are and I think
there's a real opportunity for companies to,
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you know, make sure that they're
not just sort of trying to check the
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box there, but if it's something, if they're if they're going to own
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that as part of who they are
as the brand and who, you know,
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who they are, both as an
overall, you know, overall brand
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as well as an employer brand that
they're that they're really making sure they're being
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thoughtful about, you know, are
the efforts that were choosing to engage in
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on brand for us? Are we
making decisions about, you know, where
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we're going to put our efforts and
how we're going to support our employees and
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where they with their efforts in a
way that aligns with who we are as
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a brand and and feel feel honest. Yeah, I love that. I
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love that you. You brought it
back to a way that feels honest.
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What you touched on earlier in in
making it feel organic, I think was
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really important. In those last three
pieces of advice that you shared carry you
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know, you talked about giving employees
creative ways to share their experience with the
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brand and not in a forced way, right, like here are your ten
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approved tweets that you can push out
on your social channels, that sort of
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thing, which I think the Bookingcom
with the go pros was a really great
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example. So that was one.
The other piece of advice I heard you
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say is highlight the unique benefits that
you have, and not just kind of
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your standard, quote unquote hr benefits, but what are the things that are
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unique about your organization, and then
be thoughtful about, you know, what
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stand and what contributions are you making
from a corporate social responsibility piece and how
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can that tie to your potential candidate
pool? Because I'm no statistician, but
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I've heard on other podcasts and a
lot of different places that a large part
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of the workforce right now, the
millennial generation of which I am a part.
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Those social responsibility pieces are important.
That the purpose piece is very important
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to this generation, which is making
up a larger and larger part of the
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workforce and the leadership part of every
workplace. So I really appreciate those last
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three pieces of advice that you shared
with folks. Cary, if anybody listening
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to this would like to go deeper
on this topic, stay connected with you
345
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or ask any follow up questions of
you and the team over at Seagal and
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00:23:00.349 --> 00:23:03.349
gale, what's the best way for
them to reach out or stay connected with
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00:23:03.470 --> 00:23:07.910
you guys? Sure. So our
website is seagle and gale, Seagle Gilcom.
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It's Siegel Gall ECOM. You can
find us on Linkedin Seagle and gale.
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00:23:15.299 --> 00:23:21.740
On twitter it's at Seagle gale.
INSTAGRAM is at Seagle gale and also
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feel free to email me directly.
It's K held Kat LD at seagal gale,
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fie GLZ ALCOM carry. Thanks so
much for sharing that. This was
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a really fun conversation. We think
a lot of like in driving brand experiences
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from the inside out, kind of
where we started the conversation today. So
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I really appreciate you sharing some practical
advice with listeners today. Thank you so
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much, so go and have a
great afternoon. We totally get it.
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00:23:51.240 --> 00:23:53.880
We publish a ton of content on
this podcast and it can be a lot
357
00:23:55.039 --> 00:23:57.829
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