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Marty Ramseck Talent Optimization Advisor Marty has cultivated 30 years of experience in hands-on sales management and double-digit growth in every one of his ventures. He has worked for companies such as Vintage Senior Living, LivHOME, Sunrise Senior Living, CORT, and Cigna. An expert, who helps organizations intentionally design and implement a people strategy, building powerful teams and cultures to match their business strategies.  He helps employees become more engaged, productive and satisfied by facilitating self-awareness and an understanding of an individual’s motivations and natural behaviors through the talent optimization discipline and Predictive Index® methodology. Marty’s primary focus is on partnering with Senior Leaders to build a talent strategy that maps to their business goals. In 2016 Marty joined PI Midlantic as a Talent Optimization Advisor to help companies and professionals to reach exceptional results. Marty earned a Bachelor of Arts degree in Psychology from the University of Dayton. He lives in Southern California with his wife Nancy of 36 years. https://www.pimidlantic.com Full Transcriptit Roy (00:01): Hello, and welcome to another episode of senior living sales and marketing. I'm Roy, you can find us@wwwdotseniorlivingsalesandmarketing.com. You can also download the podcast on iTunes, Stitcher, Google play, and Spotify. We are on Instagram, Twitter, and Facebook as well. Hey, today we've got a great guest. Uh, this gentleman not only has a great product that I truly believe in, but he also, uh, has a wealth of experience in the sales and marketing, um, portion of senior living. So couldn't find a better guest we've talked before, but I did want to catch up with them again, just to kind of see what some changes are, uh, kind of what's new coming down the pike with the product. So let's give a warm welcome to Marty Ramsey. He is with PI Midlantic and, um, it, the PI is predictive index. And so what it is it's basically, um, and Marty, I'll let you jump in. Roy (01:04): It's basically an evaluation of a person's behaviors, I guess, you know, we want to clarify and I'll let you clarify. There's a difference between skillsets and behaviors. You explain it much more eloquently than I do, but, um, this is going to be something that we can use for a pre hires. And it's also something that can be used within the organization for making sure we got people in the right place, making sure if we are, uh, promoting that the temperament, the individual's temperament is a match for our position, but anyway, I'm gonna turn it over to you, Marty. Welcome to the program. Thank you so much for coming back and, um, I'll let you talk a little bit about the product. Marty (01:52): Okay, great. Thanks for, thanks for having me. And, um, thank you for the opportunity to speak today. Um, let's see, does is if you think about your employees, there's kind of three buckets that you're, that you look at, right? The first bucket is kind of what gets them in the door for, uh, for the interview, it's their skillsets, uh, their education, their knowledge, their experience, and that's what's on the resume that that's what gets them in for the interview. The tougher part is the second thing that you're looking for, I'm sure is their value system. Do they have the right values for your organization? Uh, are they, uh, uh, hardworking, integrity, honesty. And I was a VP of sales for 15 years in the senior, in the senior space. The one of the things I always look for myself, people will have passion for seniors and people that have that I thought customers could see right through them. Marty (02:45): So those are two things you think about why we choose those in life. We choose our skills. We choose our education. We choose our knowledge and we choose the values. You choose to work hard. You choose to treat people respectfully, she's have honesty. Your and the third thing that you look for every job has the behaviors you have to do to be successful. And with PI does, is looks at your behaviors to see is you have the right behaviors in that role to be successful. And unfortunately we don't choose our behaviors. Our behaviors kind of choose up. I tend to compare to your height, right? So those who have not met me, I stand five to 10. I was five to 10 at 18 I'm five to 10 today, 20 years from now, I'll probably be five foot eight, five to nine shrank. But no matter what I do, I can read every self help book on Amazon, my wife's and me. Marty (03:36): I'll never be six foot five. So PII helps you determine what behaviors that person brings to the, to the, to your organization. And with that, if you think about people who have not been successful in your, in your communities, in your organization, it's usually not. It's usually not what was on the resume that got them in trouble. It's usually what's what is on their behaviors. So he was in trouble. They didn't have good followup or they didn't communicate well. One of the teammate behaviors is what really gets you in trouble from that standpoint. So how does PCI work behavioral and you all have drives rides, great a need, uh, our behavior, our actual behavior is a response to those drivers. And those needs, for example, couldn't later in the day when we're doing this podcast and I'm sure Laura and I are gonna have in a few hours and a drive for hunger that will create a need for us to eat. Marty (04:32): And our behavior is a response to that drive and that need of eating dinner, eating dinner is a response to that. Drive that knee. If I only see the behavior, for example, I see somebody drinking coffee at a coffee house. I don't know why they're there, what's driving them there. What they could be there. She was in coffee because they got to get caffeine and energy for the day, or they could be there for socialization needs or they're there to meet a friend, or they can be there because they have a two year old screaming at home. So we could see the behavior, but we don't know what to strive with PCI. We're able to predict what that drive is. And from that from a PI, I can determine what type of needs that employees when have hasn't work and what, uh, how they're going to behave at work, but understanding their predictive index. Roy (05:20): Yeah. And I think that behavior is so important, especially when we move to the sales side. And, you know, I think that, um, you know, correct me if I'm wrong here, but this would, this will kind of separate those that are made for sales made for that, you know, human contact, those that are kind of, uh, you know, driven for the outreach versus, you know, more of an analyst type, somebody that wants to set out a desk, maybe look at spreadsheets and not that there's a right and a wrong, everybody wants to be comfortable in what they're doing. It's just the fact of it takes a very special type of an individual to be on the sales side of anything. But, you know, I think senior living sales is a, it's a much more tricky because we're not, it's not like I'm, you're taking an inanimate object and give it to somebody. I mean, the we're trying to convince maybe an adult child or a spouse that we are the rat people to take care of their loved one. And that's, that's a, to me it's an important distinction between an inanimate object taking your car in to get some service. Yeah. We want that to go fine, but it's really not a life or death situation versus, uh, you know, if it's our loved one, we really want to be convinced that the community is right and that the personnel is right to actually, uh, take good care of them. Marty (06:51): Yeah. And I think, you know, especially in sales with senior living, um, you know, we couldn't predict again what that behavior is. And I think, you know, senior living sales, which I have 20 clients alone that are either a assisted living, kind of like harmony Commonwealth and pestle and, uh, uh, senior care companies like home care assistance in, uh, a model to name a couple, um, they, um, you know, you can look at what they need and that sales all be successful. And one thing that I can tell by looking at a pie is how much a person is going to control the sales process. I think selling is a lot about control and controlling the next steps and getting people to, you know, recommend next steps. You know, saying things like what we need to do is get mom in for, uh, for launch. Marty (07:39): What we need to do is get you to sell the house. Here's how we're going to do it is controlling that next step. The second thing we can help determine a pie is I think is towards point is senior living is such an emotional sale, right? And you want somebody who naturally what their behaviors is going to connect to that emotion of that family, of connecting emotionally to this very, very emotional sales saying things like, you know, can you picture your mom sitting by this window on a fall afternoon as a lease change, watching reading her favorite James Patterson book versus having someone come in and say, you know, the room is 648 feet. It has a frigerator, a shower, and you're selling back and no, no emotion tied to that. Also by looking at a predictive index, I continue to tell that sales person's going to be resolved, focus, all active activity focus. Marty (08:29): But what I mean by that is at the end of the day, you asked that person, uh, how did your day go? The person results focused. They're going to say, I got three checks today, or I got to move today, or I got three lunch tours today. They're going to talk to you in terms of results or another type of behavior. You'll have a sales people is they'll talk to you. In terms of activity. I made a hundred calls. I sent out a hundred emails. So obviously you want that sales person to have that high drive, the need for results. And the last thing you could tell based upon a PIs, how a sales person would close. Some people see no as one step closer to getting a yes, some sales people will not go for the next step unless they totally feel in their mind. They got the next steps, uh, secured by, by looking at a pie. I can tell you how that person's going to close a sale. They can close more often or they're closed more appropriately, or they're going to wait, wait, wait until they feel they've got that next step very much to find. Roy (09:26): Yeah. And that's a great distinction. And, you know, I just have a little personal anecdote about that. We, um, you know, when I was a little younger, I worked for a brokerage house and, you know, when new representatives came in, that was kind of the first step for the first couple months is they just went into a, what we call the bullpen, sat down with the phone and back in this day, a phone book or a list that they had created. And, you know, they just pounded the phone all day. And to the, you know, to the point about whether it's results or activity, you know, we had a guy after about a month that hasn't, hadn't made any sales really hadn't didn't have anything in the pipeline, but he was proud that he was making a hundred calls a day every day. So back then we had a machine that we could actually see the numbers he was dialing. And so for, um, for his hundred calls every day, some are to his mother, some were to the seven 11 down the street. And, you know, some were to numbers that he knew that they weren't going to answer. And he just called them over and over because it showed up on the tally sheet that he got his hundred calls in. And so it's a huge distinction between the activity and the results. Marty (10:45): Yeah. It's they also that, you know, that, look it up here. I can say that person is going to hold you hostage on the activity. While you told me to make the a hundred calls, I did a hundred calls, but at the end of the day, I'm sure if you're a sales leader out there or ed or operations, you know, your health to obviously resolve you're the want somebody to know they're coming in every day, thinking results, thinking results, thinking results. Roy (11:07): Right. Right. Yeah. And you know, the reason that, uh, I guess our relationship got started years ago is I feel like this is an important part of, uh, you know, the retention process. Not only do we want to, you know, hire somebody that's going to come in and be a producer, but also if we don't hire that person, eventually either they're going to get discouraged and leave, or we're going to have to ask them to leave, which is a whole nother set of circumstances. So I feel like that, you know, the more work that we can do on the front end of the hiring process for sure. And then, uh, you know, I don't want to be so hyper focused on hiring process that we forget about if we're moving somebody within, uh, within the company from department to department or promotion, that it's also good to use the PI to make sure that that's going to be a good fit, but it can save us so much heartache and, um, uh, you know, having to deal with employee issues if we make the right hire to begin with. Marty (12:15): Yeah. I mean your people, especially, I think senior living, it's your biggest competitive advantage. Right? Right. And yeah. So Roy, to your point, obviously you want to make the right hire and you know, no one's ever tested the way to success. Right. You know, you want to get the right skill sets, education and knowledge. You want to get the right values. Of course. And then you want to get the behavior, right? You get all three, right. It doesn't hit out a park, but as important as out of hiring tool, if a full leadership tool is not a trait of that person on board, I've got to motivate them the way they want to be. One, when we've worked with that PI we don't believe in the golden rule, treat others like, you know, we go to be treated, we treat others the way they want to be treated. So if I, if I don't fire you effectively, they're going to leave anyway. So I want to make sure that I'm working with them the way they want to be worked with they're coming into work. What did you do? Great things every day. And I'm so more gasoline on that fire. Roy (13:05): Right. Right. So what is the time, um, let's just say from, uh, from phone call to you, I'll call you up. Hey, Marty, I'm interested in PI, uh, what is the process between me making the phone calling kind of getting this process up and running? You know, how long til I can actually use the, uh, the, um, evaluation in my organization. Marty (13:31): That's a great question. Um, you know, if you're familiar with PCI or, you know, you just changed companies and you know, the product, he said, Marty, I want to go with your, want to go with the PI program. You know, we send you out a DocuSign, you sign it and you will get access to the software within an hour of, uh, signing up, uh, with PI. And you'll be able to start sending and receiving ECI within an hour. Uh, we are in the knowledge transfer business, and we want people to be experts in FPI in your organization. Cause we want you to use it as a leadership tool, not just a hiring tool. So we do have a training program. All of our training programs are virtually virtual now, and it's a five, uh, to our sessions. As soon as we can get your key managers up and running, you'll be up and running with PI. Marty (14:15): And you could probably be up and running full fledged within a, within a week. If you're not familiar PI how the process generally works is, you know, you call me up, I'll tell you a little bit about the program. I'll have you do a PI I'll then you out a PI to do, to make sure you still accurately fucks your behaviors. Then I'll say this to a couple of people on your team to see if it accurately reflects their behaviors. And I'll do a presentation after when does the pie usually four or five other people. And then at that point, it's kind of, you know, you don't want to go with it or not. And that's how that's really his decision. So as long as we get, you know, we can get people up and running and totally new the pie within a, you know, a couple of days of them doing the pie and I'm revealing the results and leading our team members results. So it's a really quick process, a math mess ever. This is not a slow process at all, but again, the key is you have to look at this product as a leadership tool, not as a hiring tool. You want, you, you want people train, you want experts in the organization that are speaking the language, live in the language and using it from a full leadership, a leadership potential of what PIs. Roy (15:21): Yeah, I think that's an important part. A important, important point that you're making too is, uh, you know, we can give somebody the best tool that there is in the business, but if they don't use it or don't use it correctly, not going to have much of an impact on the business. And then I think the great thing about, about you, Marty is with, um, with your experience in the industry, from actually being on that sales and marketing side, I think you could probably help your clients, uh, refine the behaviors that they really need to be looking for. Maybe they may have a little bit different idea, but since you've been in the space and been doing this for a long time, you could really help them focus on what are the skills that are going to help you hire a successful individual. Marty (16:10): Yeah. And part of that is, yeah, I do have a lot of knowledge in the industry at PI. We have a couple of different assessments. One is what we were talking about, which is individual behavioral assessment. And the other thing that makes us unique, we're one of a few of the assessment companies that is validated for hiring. And we have another tool called a job assessment. And what that is is it's a group of three to five people who have skin in the game to make that hire. They go in and they fill out statements of what are you wanting in this particular role? Do we need somebody who is quick to connect with somebody or leading somebody with strong followup? And that group goes in, fills that out. And then once they're done, I helped them agree on what behavioral pattern, what behaviors you're looking for in that particular role, just like you would agree on what educational requirements you need, what skill requirements, what experience requirements, what's your value requirements that you have now we disagree on this is what we want a real behaviourally for that particular role. And you think about in that sales role in your buildings, you know, every one of those roles has behaviors that happen to be successful, or we getting the behavioral life for them to be successful in the world in that role. And again, I'll reiterate, I can give you skills. I even give you knowledge. I can't change your behavior. It's like I say, you say, I can do that. Well, make me six foot, five minutes. I would love the day of the basketball. Roy (17:34): So, um, and less focus on the hiring for just a minute. So, um, where do we want to, to use PI in the hiring process? Do we want to like narrow down to the top one or two candidates that we may have for the job and, uh, give them the evaluation or do we want to, uh, send it out to anybody that applies? What's the advice on that? Marty (18:02): A way we work is that we believe in better, better work, better work, right? If you're happier work, they'll be more engaged at home, more tuned to your family. So we want people to use our products. I Dan, part of how our agreements work is, uh, when you sign up with us, you'd get an unlimited number of PIs that you could send out, whether you just 30 or 300,000 and the price remains the same cause we want you to use it. So I recommend all my clients is you want to use PI earliest in the interview process as possible. So I not, you know, I got the resume. I, after skills, I got the knowledge, got their education in writing and the interview process in the interview process that I'm going to confirm that they have those. And then in the interview process, the harder part is, you know, my digging out and getting the right values. Marty (18:49): But then behaviorally, I want to know sooner than later, do they have the behaviors that I'm looking for, right? And if they do, they have those behaviors, I'm going to ask behavioral interview questions to confirm that if they don't, it's not a knockout, I'm knock out punch, but I want to see if they can be able to close the gap between the behaviors I need in that role to the behaviors are actually bringing, bring it to the company. And I'm going to do that sooner or later for two weeks, one, but my time management in terms of me, I spent time with the candidates that I feel is gonna be successful, but it's also fair to them. They don't have the right behaviors for that role and they're good chance they're gonna fail. You know, don't put them to several interviews. They're not going to be right. Let them, you know, you can find out right off the base right off the bat and they go look for other opportunities that behave really there, hopefully be more successful from that standpoint. So we want you to use it. It's like you're getting information on what resumes or calls we want to look at PEI in terms of, yes, everyone gets an opportunity to interview once they do the PI, but making sure by asking behavioral interview questions, that they have the behaviors to be successful in that role. Roy (19:55): Yeah. And, uh, you know, applicants can tweak, um, applicants can tweak resumes for positions, for companies, for jobs and, you know, kind of maybe look a little bit better on paper than what they may be. How hard is it to get over, uh, taken the PI evaluation if, uh, if, if, um, let's just, you know, focus on the sales end, if I'm, if I'm more analytical and want to read spreadsheets, but I'm applying for a sales job, am I going to be able to, uh, you know, fool the test or is it going to catch me? Marty (20:35): Yeah. So that's, that's um, that's a good question. Uh, you know, we've been validated over 350 times and we've got about 30 million assessments that we've done over our 65 years. So we didn't make the stuff in our basement, in our basement last year. It wasn't around for law, so wrong for a long, long time. So we have a group of scientists that, uh, scrubbed the data to make sure what we say we measure. We actually actually measure. So to your question, why number one is what a person comes in. They don't know what, um, what behaviors we're looking for in that particular one. So they don't know what pattern we're looking for in the role and part of the science and the PA in the pattern, how it chooses is really called free choice assessment, where you go in and you see a word, you say, I'm that word. Marty (21:26): If you don't, if you see a word, you say, I'm not that word, you don't choose it. And you just go through a free choice and saying, that word is me. That word is that me? And that's how the pattern is created. So the reason why I say that is the words you don't choose has as much effect under that pattern as the words they said as a, as you do choose. So they don't know the pattern you're looking for words, you don't choose also go into how that pattern will say if they had the right pattern for the wall. And the third one is through that zero, zero, zero, 1% as things they can escape the system, you always have behavior interview questions to confirm they have that behavior or not. But at, uh, you know, we have a team that that's our job to make sure people can't do that. And it's [inaudible] we remain validated. Okay. Roy (22:10): So in, uh, does, uh, did the results of the, um, analysis, does that lead into interview questions that you may want to ask particular candidates based on how they answered? Marty (22:27): Yeah. In our software, we create interview guides based upon what we're looking for in a role versus what that person's actual predictive index. So once we did, we created in our software, you'll get for every candidate interviewing questions that either confirm they have the behaviors shown on the predictive index. Or as I mentioned earlier, can they close the gap between what we're actually looking for in that role to the actual behavioral from that sample? So we provide you with behavioral interview questions out of our, out of our software. Roy (23:00): Yeah. That's, that's an awesome, uh, thing to have is, you know, depending on how the questions were answered, being able to have the right followup questions, not just the standard questions that a lot of, uh, you know, recruiters I ask in the interviews that are so general, that nobody really knows what the answer means. Nobody knows what the question really means or what the answer is. I mean, any way. So, uh, so, um, one thing we really haven't touched on is, uh, you know, the COVID environment that we're in now. So are there things that y'all have had to adjust either in the evaluations or working with the clients, you know, kinda what's going on with all? Marty (23:46): Yeah, we've done a couple of number one. Obviously the biggest change for us as consultants is all the training needs to be done face to face. Uh, and now obviously for safety, it's all done virtually, which the content has remained great. You know, the content is great people. We get been getting very great feedback on third positive feedback on the training. Yeah. The only thing you missed with that is you missed interaction during breaks or lunches and dinners, but the, you know, the content is what people are getting for the PI training has been, uh, fantastic. Uh, and other than that, it's just really helping our clients adjust their job targets based upon changes made and particular roles because of COBIT up, you know, decreased staff or asking people to do other things, to make sure we've got, we're getting that job right for them to diagnose and make sure we're getting it right based upon changes made because of the Cobra. Marty (24:39): And then really helping them understand that they do have people working remotely. We've done a lot of studies based on people's behaviors of who is struggling more, more in this environment who might not be struggling more, you know, some people are struggling because they can't control the meetings like it used to be able to control or especially a lot of, um, high social people, uh, high social people tend to read body language very well, tonality very well. And being on zoom calls, it's harder to do that. Cause you're only seeing the head versus the crossing, their arms in the presentation or presentation or housing. Sometimes you don't have the greatest quality. Uh, so those that were helping them with those types of things that help people as much get through that. And obviously, uh, to, to, to give them the tools and the playbook to be successful, uh, getting through this, uh, pandemic. Roy (25:27): Okay. Well, Marty, we appreciate your time. Uh, we're just going to try to wrap this up. Is there anything else, uh, any other information you feel would be important for the listeners to have? Marty (25:40): Yeah. Cut. Just one sec. One closes. I can give you my, my information. Uh, Roy, I think it's real important in senior living. So I'll just give you a bit of advice. I don't know. A lot of people kind of hire the other people that have experience in the industry and you're kind of hiring other people's headaches because people kind of bounce around from community communities. And I always thought that I was a great rep and senior living. Why would I leave a couple of them with our products? Should the top plans good? Why am I looking at that? I got the job master here. Right? So my advice to people is I always talk to senior living. I can teach somebody the product and I could teach somebody how to sell. Uh, so based upon that, I would make sure that I would get the behavior, right. Marty (26:22): I always look for getting the behavior, right. And then secondly, if a value system, right, in terms of work habits, honesty, integrity, passion for seniors. And then I would always look for a college degree cause they showed me they could search them, finish it. And they're smart enough to do that, but I would not look for skillsets. I would train them on sales training on the product knowledge and what happened for me. And it had a lot of success do it this way. Will you do it that way? Your people don't have a lot of loyalty to you. You know, they stick with you a lot more. Cause you're the ones that gave them a shot. You are the ones who gave the training. So I would recommend highly of looking at getting the Hazel. Right. And if I got the behavior, right, I could teach him so I could teach him, uh, uh, the product knowledge. So that would be my, uh, my recommendation. Roy (27:06): Yeah. That's very important. And I don't know, you may have just heard a jet fly over. Fortunately, I live, uh, not too far off of an air force base, so they've got some trainers out here training, but it's a, it's the sound of freedom. So that's a good thing. Sorry for the disruption. Uh, but I think I got it turned down in time, but yeah, that's an important, it's always, you know, we want to hire for the behaviors and we can train to the skills or the tasks that we need people to perform. Marty (27:39): Yeah. That it was out of Dallas. And again, you see a lot of people just bounced around the community cause he, and they last a year, you don't get the results you want, but you know, most important, most important after you got is your, is your talent, you know, PR is not the end all be all. We're not, you know, no one's ever tested of success, but you know, I got to experience after experience by getting you the Hazel, right. Getting your values. Right. I, I had an opportunity to create a lot of great sales people. They gave me a lot of success in my career in that industry. Roy (28:09): And I know you've told me before, but so what are some of the statistics around the, uh, you know, and this is kind of have to have the caveat that management has to use this tool the way it was intended, but what are some of the statistics around employee retention based on using it? Marty (28:30): Yeah. So, you know, again, you know, you have to do it right. Part of my job as a consultant is, you know, would you give, yeah, you also get me as your consultant. My, my job is to help you get the results you did, but, uh, you want to get by providing you the coaching on PEI, helping you learn PI, helping you make the right job targets. So throughout your journey at BI, I might share with you as your coach, as your consultant and that's, that's part of your agreement. That's not an extra charge that you're getting that I'm charging for. It just, I want you to have success with the program. Like I had have had it for 20 years. So based upon that, if you do it right, you fall the way we're doing it are our numbers show. And from our statistics that you're gonna have a 34% higher employee performance, 30% lower turnover of the top performers of HR is going to love you because you're a 31% less time with HR related issues, but at 16% higher strategic success rate. Marty (29:26): So, um, you know, they're, you know, you, it right, you are going to get, you know, hire better and, you know, retain, you know, the whole thing is, is all about results and how do you get the best results you hire the best people you hire better. And I keep them inspired. I, we came, but they're coming in to work, wanting to do great things every day. And I'm helping them do that versus having a bunch of people coming in and doing their job description, just doing enough to keep the job, not get fired or people that make the difference in your communities, in your organization and the people that want to do great things for you, for your customers, your internal customers. And that's what we try to help you do with PI is get people on that, on that, where they're wanting to do great things for you, but hiring great people and inspiring them to greatness. Roy (30:10): Yeah. And that's the, usually the worst start to the day you walk in at six 30 in the morning and there's the, uh, HR person is setting at, across your desk waiting to get in on Monday morning. Marty (30:23): Yes. I've been there done that. Roy (30:27): Definitely want to avoid those conversations. Marty (30:31): Thanks for the memory, Roy, Roy (30:35): If you wouldn't mind, uh, before you give us, uh, your contact information, uh, so what is one tool? Well, either a tool or maybe a ritual that you have during your day, uh, that you just don't think you could do without. Marty (30:51): Yeah. Great question. I, uh, I was UTI. I was number one, but yeah, I started this, this for the pandemic and Medina for several years now. I called my daily bread cheese. First thing I do when I get up is I write three things down that I'm grateful for. Uh, and it's not a big thing, obviously it's things like your health or your health and all those things are great. You know, that you want that, but it's more specific in terms of small things that happen that I'm grateful for. I had a great conversation with somebody I worked with before. One of my people that I've worked with before just got promoted or made my wife laugh three hard times yesterday, really, really hard. There's small things that you're grateful for. Cause when you're grateful, you can't be negative. And I think especially now with the pandemic, it's so easy to go into a negative town and pretty doubt about everything that's going on. Versus if you're grateful, it kind of gets me going in a positive direction for that day and gets me goals more positively or take today on ready attack the day versus sitting there worrying about, you know, the economy and everything that's going on and getting the virus, which was a healthy start today in a very positive way, stopped me from going down a negative town. Right? Roy (32:04): No, that's so important. Our gratitude and you know, the other thing is sometimes we're a little bit hard on ourselves. So, uh, you know, take some, uh, take some positive energy away from those small successes that we have every day. So, uh, well, Marty, it's been great talking to you as usual. I appreciate you taking time out of your day. And uh, if you don't mind just tell people, you know, how they can get a hold of you, uh, kind of who, um, I guess who in an organization that you typically work with and, uh, you know, anything else that feel is necessary. And I think everybody needs to remember is not only, you know, as PI, uh, it's a great evaluation, but you also get Marty with that. So with his years of experience in the senior living space, and then also his years, you know, as a talent advisor, uh, you just can't go wrong. So Marty tell them how they can get ahold of you. Marty (33:03): Yeah. So yeah. Uh, like, uh, so number one, you know, I was going to do a lot of work. She knew the street cause I know people there, but I know the industry, well not only sales, but I know, you know, what, what you need to have really with your nurses, maintenance caregivers. So I can help you all across the board in terms of, uh, what you need for each one of those positions. Because of my knowledge in that role and you know, customer for me as I I've that customer to started with me that had five people that they want, every hiring decision they wanted to make when they grew, they want to make, be successful and inspire people right off the bat to people who were thousand. So my customer is anybody that has a once a do great, get better results and wants to invest in the most important assets are people have people working for them. Marty (33:48): I'm a possible help for you when it comes to that. So you want better results and have people that are hires and more inspiration with your, uh, your team. Uh, I can, uh, that's, that's my, that's my customer wheelhouse. And that would be senior living because of my experience there. And then those who, um, who attended the podcast. If you want to have predictive in this, just kind of see what your behavioral traits are and what you bring to the party. You all bring it all of a sudden, there's no bad pie. We all bring something special. We all have special gifts that we're bringing to the party. The sin is putting people in a role that they're not going to be behaviorally successful for. So we'll all be some such a little party. As you want a periodic, please take five minutes. Now he's invested the time. Marty (34:29): Uh, it's a $250 value. I'll give it to you because he listened to the podcast for no charge and you take five minutes to complete it. Then I'll spend about a half an hour with you to go through the results. So as a gift to you is listen to the podcast. We'll do that. Or do you want to get ahold of me? My phone number is the up goals. School text me it's (949) 545-8121 (949) 545-8121. If I miss you, I'll call you right back. If you want to go email. My email is my first initial it's M my last name ramps are a M S E C K P I Ned, and my B Lantech, N T I c.com Emirate P I'm atlantic.com. And you're also free to I'm on LinkedIn, under Modi RAF sec. You're more than happy to connect with me on LinkedIn. And if he's in the message, they can give me a PSS with, to complete. I'm more happy to do it again. $250 value for no charge. Roy (35:29): Yeah. And be sure and take Marty up on that because it's interesting. Uh, you know, maybe just to learn more about yourself as well and what your needs are now, you know, other people view you so worth it. I will put all of his contact information into the show notes as well. So you can reach out. Thanks so much for taking time to listen to the senior living sales and marketing podcast. Again, you can find us@wwwdotseniorlivingsalesandmarketing.com, or also you can download the show on iTunes, Stitcher, Google, play, and Spotify, be sure and share. So your friends can certainly take advantage of this great offer. Marty's put out there until next time. This is Roy. Have a good day.  

LivHome is unique in the fact that all of their clients are under the direct supervision of an aging life care manager. This ensures that each client is receiving the care they deserve. LivHome has gained a positive reputation through word of mouth, happy referral sources, network marketing and social media marketing. LivHome can be found via their website: www.LivHome.com or via phone at 847-548-1330. They answer their phones 24/7 as part of their commitment to their clients. 

Read the complete transcript on The Sales Game Changers Podcast web site. DAVID'S CLOSING TIP TO EMERGING SALES LEADERS: "The biggest difference between a great sales person and an average sales person is that 5:01pm extra call of the day, or picking up the phone call at 4:30am in the morning. Take action, take that extra step. You might think, "Oh, no, that's too much" or "My family's going to be upset" but you really want to separate yourself from the competition. It's that. It's that extra call." David Posner is the VP of Sales for homecare.com. He's been in the healthcare industry for 15 years and started his career at Teva Pharmaceuticals. After seven years, he moved into the senior care space with LivHOME before moving to homecare.com. Find David on LinkedIn!

In episode 4 I talk with Marty Ramseck about using the Predictive Index Assessment to make better hiring decisions and enhance communication among sales teams. Marty has cultivated 30 years of experience in hands-on sales management and double-digit growth in every one of his ventures. He has worked for companies such as Vintage Senior Living, LivHOME, Sunrise Senior Living, CORT, and Cigna. In order to deliver record-breaking sales in highly competitive fields, Marty had to have an advantage over others in the industry. He found that advantage through an exceptionally strong match in recruiting, training and individual coaching using the Predictive Index. Marty’s primary focus is on partnering with Senior Leaders to build effective teams and design innovative solutions to organizational issues. In 2016 Marty joined PI Midlantic as a Senior Consultant with a focus on California to help companies and sales professionals to reach exceptional results. Marty earned a Bachelor of Arts degree in Psychology from the University of Dayton. He lives in Southern California with his wife Nancy of 34 years. Marty's contact information is: 949-545-8121 mramseck@pimidlantic.com www.pimidlantic.com When you reach out to Marty, be sure and mention the podcast for a complimentary Predictive Index Assessment, a $200 value. Please visit our website www.thebusinessofbusinesspodcat.com, www.seniorlivingsalesandmarketing.com, and to find out more about Roy Barkers consulting and advisory services visit www.roybarker.com or email roy@roybarker.com See full transcript below.  Roy Barker:                        Good morning, everyone. Welcome to episode four of the Senior Living Sales & Marketing Podcast. Just as a reminder, you can find us on iTunes, Stitcher, or Google Play. Please download and rate the podcast to make it easier for others to find. You can also sign up for our newsletter at www.seniorlivingsalesandmarketing.com. Also, check out our sister podcast at the [00:00:30] businessofbusinesspodcast.com.  Today, I want to welcome Marty Ramseck with PI Midlantic to the show. We did another show for the Business of Business Podcast, talking about the predictive index and how it relates to turn-over in general. As me and Marty talked further, I felt like it would be good to do an episode that was focused strictly [00:01:00] on the Senior Living Sales & Marketing teams. Marty has a very extensive background in senior living and in sales. I think that the sales process ... That's one reason why I started this podcast is that, the sales and marketing process has become a much more important function in the senior living industry. Now more than ever, with the [00:01:30] economic environment with the affordability issues, with the competition that's coming online. Both other senior living providers and at-home care. It's more important now that when we do capture lead, that we're able to do everything that we can do to possibly close that. I'm not talking about being a used care salesman. My philosophy is always building relationships. But, [00:02:00] I think we have to hire the right people that aren't used car salesmen. That know how to build relationships with prospects in order to increase our occupancy. Having said all that, Marty, welcome back. I appreciate you taking time out of your day to talk to me again. Marty Ramseck:               Thanks Roy, great to be here. Roy Barker:                        If you don't mind, why don't you just tell the audience just a little bit about your senior living history and just a little bit about the predictive [00:02:30] index. As well as, PI Midlantic. Marty Ramseck:               My senior living history goes back to 2002, where I was the VP of Sales for Center of Senior Living. Which was at that time nationwide, but now it's an international company. Many Senior Livings not only in America but throughout in Europe and Canada. Then I spent about ten years [00:03:00] with a company called LivHOME where we did in-home care, versus assisted living care. But we did in-home care, custodial care for seniors. Then two years at Vintage Senior Living. Again, a high-end senior living on the west coast, California and Washington. So over that period of time, I have about 15 years in the senior living industry. Experiencing both in-home and assisted living care.  A little bit [00:03:30] about predictive index. Predictive index is a behavioral assessment that looks at a person's behavioral strengths. In terms of, what do they bring behaviorally to a company. In terms of, the behaviors that you'll see in that person. Then from that, you can understand what motivates them, the motivating needs, better ways to communicate with them, better ways to coach and train them. Once you understand what their behavioral needs are [00:04:00] and wants are that way. PI Midlantic is a consulting company based out of Annapolis. We're in Maryland, and Delaware, and Pennsylvania. Along with, Northern and Southern California. My job is to work with companies and consult with companies. Help them with predictive index and help them get better results using this behavioral assessment tool. To hire better, coach, train, and engage their employees in a more productive way to at the end of the day get better results. Roy Barker:                        [00:04:30] Well, I think that not only your background but your product, it's a very good combination for the senior living sales and marketing teams today. So let's talk a little bit about taking the predictive index. Can you kind of explain what that process is. If I ... excuse me. If I called you today and said, "You know what? I'm fixing to hire Joe or Sally. [00:05:00] I really would like to do the predictive index on them." What does that process look like? Marty Ramseck:               Yeah, it's a very simple process. It's a process of ... we send them out of ... everything's done online. We would basically email them a link to complete the predictive index. Generally speaking, it's a real short assessment. That's one of the values of predictive index. It doesn't take the person who takes it a lot of time to do it, it takes about six minutes to complete. From that, we'll understand [00:05:30] their behavioral needs. Predictive index measures four behavioral needs of a person. It measures their dominance, which is their drive to control or insert influence one's environment. It also measures their extroversion, which is drive to people and interacting with people. It measure patience, which is the drive for stability and familiarity with one's environment. It measures formality, which is the drive for detail and to do things perfectly. In [00:06:00] each one of those drives, they have a high dominance, which is more a drive for taking challenges. Or a low dominance, which is more seeking harmony. In high extroversion, which is seeking people. Low extroversion, which is more task-focused. High patience, which is more process-oriented. Low patience, they're more variety in terms of [inaudible 00:06:24] their tasks throughout the day. Then formality, you can determine how much detail they're into. How much [00:06:30] rules and processes they're looking at versus how much they're looking at more general guidelines. In terms of, how they like to be worked with. Roy Barker:                        Yeah, and I think there's a fine line between being an overly aggressive salesperson versus being someone that knows how to pursue prospects and do thoughtful follow-up. Will the predictive index [00:07:00] kind of help separate those two individuals? Marty Ramseck:               Yeah, that's a great point. I think what we've seen ... What you see with predictive index is that in the Senior Living business, you're gonna find people that do well. Or high with extroversion, which means they connect very, very well with people. They're low in patience, which means they're very results oriented. Their detailed, some detail, but not [00:07:30] over the top where you don't want really getting behind and falling love with the CRM system and doing that all day. But the key you want to see in Senior Living that's probably changed most over the last 15 years is the dominance. Dominance is the drive for results, it's the drive for challenging, it's a drive to get people to take the next steps. When I first started Senior Living back in 2002, you didn't need a lot of dominance in your Sales people because there was not as much competition, [00:08:00] there wasn't as much option. So you're looking for more of a ... really to serve the natural role of [inaudible 00:08:08]. A person that worked well with people, didn't push them too hard because there was not a lot of competition out there. Today you see that dominance driver, needing more dominance, because there is more competition. You need to drive them a little bit more for the next steps. It's also the drive to control. Today you need somebody that really controls the Sales process. In terms [00:08:30] of, getting people to take the next steps and keeping themselves in control of what's happening next in the Sales process. That is a key behavior that you want to see in your Salespeople. But, at the same time, they can't be over the top. In terms of, too controlling or too driven because you're gonna push people away. But you have to kind of manage that a little bit where you do have somebody that can drive somebody to the next steps. Control the next steps to keep them looking at your Assisted Living or your Home Care. Based upon [00:09:00] keeping them in your Sales process. Roy Barker:                        Okay, that's great. I do a lot of mystery shopping. I guess, I see both extremes as the ... There's the process that nobody is in control over that it seems like you are always having to run them down. Versus, the ones that they are just basically in your [00:09:30] face wanting you to sign up. It's not that they really care about you, which kind of leads into the next part. I feel that you've gotta have the drive, you gotta have the organization, you have to know how to prospect. You have to understand, not everybody is gonna be ready to make that decision today. Not everybody is gonna like you, your company, your community. You're gonna lose some people because of that. You have to be able to accept [00:10:00] the no's. But I think another important quality is empathy. That is that we need empathy for the family, for the prospective resident. In the fact that, their stuff is not in their car. They're not gonna walk in, and you're gonna sign them up, and you're gonna move them in today. It's a process we have to, like a farmer, you have to sew the seed, you have to maintain [00:10:30] it, and then you reap your harvest. Sometimes, I think especially in our world of instant gratification ... I say, "Marty, are you ready? Are you ready? Here's a paper, let's sign up. If you don't, you're off my radar and I'm moving on." There are a lot of studies out there that show that it can take between eight to twelve touches during the Sales process in order to make a client. A higher dollar [00:11:00] sales, tend to be at the higher end of that. So, will the Predictive Index kind of help us sort out this empathy factor? Somebody that's gonna be able to sit down and have a true conversation with Marty and his family. To find out what brought you in here today, are you a good fit? I'm not scared to tell you that what we may not be the best fit for you, but I know some people [00:11:30] that I can help place you. Will the Predictive Index help us in that respect, as well? Marty Ramseck:               Yeah, it would help. Predictive Index does measure behaviorally how empathetic, behaviorally, a person is and their certain drives. That's kind of the extraversion drive. It's gonna be a lot more empathetic, a lot more caring. So Predictive Index really does a good job of understanding how empathetic is. I think [inaudible 00:12:00] a [00:12:00] person really understanding the Sales process, also, and knowing a couple things. Number one, that your community or your Home Care company, they're not for everyone, everyone is an opportunity. You have to understand who the right people are for you from that standpoint. Two, is coaching Salespeople to really work in the best interest of the customer. Are they really doing the right thing? Because that's really what they're judging that Salesperson on, is are you working in the best interest of the customer. [00:12:30] Three, and as you brought up the point of the steps in the Sales process, of really understanding good ... What we call, buyer / seller alignment. Being with the seller, where they are at in the process. So, people [inaudible 00:12:43] and they're looking to move in asap, they have to do that and working with that person. At the same time people are just generally beginning to look and beginning the process. But, I think where most Salespeople get themselves in trouble is, they're not aligned with the buyer. They're trying to close too soon or not enough of [00:13:00] that process. That really upsets the buyer. But to be aligned, and take them through the steps, and kind of controlling those steps, but take them to the appropriate next steps in the Sales process. Knowing that this is going to take several steps to get them moved in or get them to become a client of your Home Care company, but be aligned with them in that process. They'll generally get those people because you're aligned and it makes the Sales process go very smoothly for you and for the prospective [00:13:30] buyer. But to your original question. Yeah, Predictive Index does measure empathy, it does measure how a person will interact with somebody. But also, I think, it's [inaudible 00:13:41] a Salesperson understanding good selling and understanding the Sales process. That it's gonna take steps and be aligned with them where they are at in that Sales process. Roy Barker:                        Right. You bring up a good point about trying to meet the prospect where they're at. We see that a lot as well, that when you walk in, [00:14:00] they want to start at the beginning of time. Tell you what ... This is an apartment, you're gonna get to live here, we're gonna feed you. What they don't understand a lot is that these ... Most, not everyone, but I would say that most prospects and their families have already checked out your community and your competition long before they come in. That's why it's good to ask some general questions about [00:14:30] where they are in the search process, what has instigated this, why are you even out looking to try to find ... You know, where they are and how much research that they've done. I think another big part of this process is ... Why I feel it's so important on this empathy is talking with families and prospects, is to gain information. Not only to see where they are in the process, if they're a good fit, [00:15:00] but you can also get good follow up information.  I'll be honest, a pet peeve of mine is when I'm trying to buy something. Taking my time and looking at different people, different companies, and you get the inevitable email. Like, "Hey, I'm just circling back with you." Or, "Are you ready to buy yet?" That's one thing that when I get to coach Sales [00:15:30] Professionals, it's very important to have these front end conversations. Because you find out what are some of the interests, what's going on in the lives of the prospects of family members. Because, when you reach out to them in follow up, if you're communicating even with the family member ... If they are into gardening, maybe you start off with, "All this rain we've been having has probably been good for your garden." Or [00:16:00] if you know that the prospect has been maybe in and out of the hospital, you can ask about their condition, how they're doing, are they back home ... It just gives you a lot more ammunition to have, what I would call, thoughtful follow up and try to build the true relationship. Marty Ramseck:               Yeah, I think another important point is, really understanding what their needs are and what they're going through. It could be a person who just lost [00:16:30] a partner after 60 years of marriage and there's a pretty lot of depression there. What do we do to get that person back to living a quality of life again. All those things play a huge role. So understanding needs in this Sale is hugely important. That's why I think questioning skills, those empathy skills are huge. Because, I need to know what their needs are, I need to know what their running into so I can adapt my [00:17:00] presentation to their needs and what's important to them. Not just do a generic type of presentation of my community or my Home Care company. But really adapting to their needs and what's important to them. Roy Barker:                        Right. A thought that just occurred to me was, we think of performing a Predictive Index on maybe the Sales and the Marketing Manager of a community so we understand [00:17:30] more about them. But does this work the other way, too? Is this good to maybe have the Regional Managers, or the National Sales Managers, or upstream? Have them to complete the PI, as well. So not only do they know how to communicate with their subordinates, but the subordinates may learn about how to communicate and what their [00:18:00] managers are needing, as well. Marty Ramseck:               Yeah, that's a great point to rise. Anybody in the organization has an opportunity to complete the Predictive Index is ... all it does is help them understand that person better, how to motivate with them, and how to communicate. So, Predictive Index, it's a great tool if I'm the manager. I can understand, number one, am I making the right hire based upon their PI. But once their onboard, am I managing them, or am I coaching them, or [00:18:30] am I communicating with them effectively. But at the same time, being transparent. If I'm the manager and my people know my PI, they know how to best communicate with me, how to best interact with me. It's also great for peers. How to best work with somebody, how to best communicate with them. Some people are more voice communication, some people more texting, so how do we best communicate with each other. It really takes out why somebody [00:19:00] acts the way they do. Have you ever been in a work relationship where you're frustrated and you say, why does this person act the way they do. Well, PI lets you know that, PI lets you know why people act the way they do.  Knowing that behavior is hardwired in you. Kind of like your eye color, it's kind of given to you. Like, how tall you are, it's kind of ... Those things you really can't change. Behaviorally, we really can't change our behavior. We can adapt, we can kind of ... When we [00:19:30] understand ourselves, we can adapt our behavior, but we really can't change it. Knowing that, how do we best work together and bring out each others strengths to create a better team. Not try to change somebody or just be frustrated with somebody on how they act the way they do. Roy Barker:                        Yeah. I think it's good to emphasize that while we've talked a lot about the hiring process and using the Predictive Index during that. It's also important for existing teams because [00:20:00] I think it would not only help the communication, but it might also help in you to sharpen that communication in both directions. Marty Ramseck:               Exactly right, exactly right. Again, playing to each others strengths. Lebron James is a great basketball player, but he's probably not a great Scientist. Or Einstein is a great Scientist, but probably was not a great basketball player. It doesn't make them bad, it just understands [00:20:30] what strengths you bring to the party and let's just play on those strengths to create the best team possible. Roy Barker:                        That's correct, correct. That's all we're trying to do. Not to get anybody ... put anybody in a bad light or in a bad way. But this is just a tool that can benefit not only management, but also the sales teams. As we talk this through further, I would assume that [00:21:00] it would probably be good to get the whole community onboard. At least the Administration, with like the Executive Director, the Director of Nursing, also the Sales Team because they all have to interact with each other daily. So this would help them communicate at the community level very well with each other. Then, there's just so many moving parts [00:21:30] with people moving in, people moving out. Just all the fires that come up during the day of a ... The day in the life of a Senior Living community. Marty Ramseck:               What it really is, Roy, it's a best sent ... Think about what is your most ... In Senior Living, what is your most important thing that you have? That's your people, right. If you have great people, you're gonna be successful. If you have [00:22:00] great care givers, you're gonna be successful. If you have great nurses, you're gonna be successful. You gotta have a great Sales team to be successful and a great Executive Director. Predictive Index helps you predict that, so it's really an investment in your most important that you have, your people. Making sure that you're making your people decisions correctly. Building a better job with making sure you get the right people on the bus. But secondarily, making sure that once they're on the bus that I'm engaging them, I'm motivating them, that they're [00:22:30] bringing their best. They do what they do best every day to create a different experience and great experience for people living in your community or the people who are working with Home Care from that standpoint. So, it's a tool to really make sure that you're getting the best people on the bus. That they're what your community needs are behaviorally. Then once they're on, I'm doing a great job in terms of engaging them and working with them. I think that Gallop did a survey a few years ago that seven out of ten American workers are not engaged, in terms of [00:23:00] what they're doing. They're not engaged in what they're doing on a daily basis. [inaudible 00:23:05] helps with better engagement. Helps you understand what that person's gonna bring behaviorally to your company. Then from there, how can I best engage with them to let them do what they do best every day. When you do that, you're gonna have more of an engaged employee and at the end of the day, you get better results. Roy Barker:                        Yeah. That statistic that you quoted, it's unbelievable that we have [00:23:30] employees walking around like zombies and companies that aren't engaged. That also relates to the ... about the same number are passively seeking other jobs. They may not be actively looking every day, but if someone approached them with another offer, they would be willing to listen. So here again, that relates back to the employee retention and how important it is to hang on to [00:24:00] our best players. So, we talked a little bit about how it would help teams communicate and managers communicate, both up and down the line. But let's say, I could put on my best suit, comb my hair, brush my teeth. Come in and sit down in front of the Hiring Manager and for 30 or 45 minutes, I can talk a good game. [00:24:30] I can really have a good attitude, "I love Seniors, I love Selling, I love getting on the phone making cold calls, or following up." I could say all the right things but I'm not that person. So can Predictive Index kind of help not only weed out those skills, but also the attitude. That's the one thing [00:25:00] that I talk a little bit about, as well. That when you hire, you really want to hire for attitude because you can teach a lot of skills. The other part of that is attitude is like a virus. You have to look at people and think, do I want other people catching this attitude. So, will the PI help on the attitude. Marty Ramseck:               It won't be as much [00:25:30] attitude as much as some of the other examples you used, Roy. In terms of empathy, in terms of follow up, that type of thing. Attitude a lot of times is more, we choose our attitude every day. We choose to get up and be positive today. Or we choose to get up and be negative today. Those are more choices. But the one thing where we go back to attitude is, if I'm doing what I do best every day, I'm gonna be more excited about my job. So, to your point about when a person comes in to interview. [00:26:00] If I have their Predictive Index in front of me, I understand behaviorally how they are hardwired, which allows me to ask behavioral based questions to see if they've actually done these behaviors that we're looking for in the past or can he do those. If it's follow up on, I'm asking questions of give me examples of when you had a follow up system, and your follow up system that you've used in previous opportunities that you had in career. Or if [00:26:30] we need strong closing skills, give me examples of how you close an indecisive client or prospect. So when we have a Predictive Index, I can behaviorally interview somebody to really see if I could pull off the behaviors that we're actually giving that person. Versus, a person telling me everything that they can do. [inaudible 00:26:53] Predictive Index will kind of make you see if the person can really walk the talk. Roy Barker:                        Okay. [00:27:00] Then, if you don't mind sharing just about how many of the PIs have been completed. I think from our talk the other day, that not only in general but probably for the Senior Living industry, y'all have a very good baseline for the different positions. So when somebody does, in the hiring process, somebody does take the PI, y'all [00:27:30] will know how they fit in with the high performers in those positions that have already taken the PI, correct? Marty Ramseck:               Yeah. We work with a lot of Assisted Living companies. A lot of Home Care companies are our clients, so we have kind of a baseline of the different positions of what PI they would be looking for, for different positions. But again, we want to treat every company individualistic. So what we do is kind of [00:28:00] a couple step process. Number one is, with PI we have what we call a job assessment, which is the people that are in the hiring of that particular position ... We usually recommend three to five people that have skin in the game for that hire. Fill out a job assessment, which is really going in and checking off the behaviors they think that they need for that role. From that, PI always gives a pattern, in terms of what we're looking for. So that would give us a pattern from what the hiring managers think that they're [00:28:30] looking for. Then, if they have top producers, we would go in and do a talent analytic on their top producers and find out what their top producers PI look like, in terms of the behaviors they're bringing. Then, we would compare that job assessment that people filled out with their top producers to look from consistencies. From there, agree on this is the behaviors that we're looking for a Sales person in that community, for a nurse in that community, for an Executive Director. We'd agree on it. Just like you'd [00:29:00] agree on educational requirements, just like you'd agree on skill requirements. Value requirements, in terms of ethics and honesty. Now you want to agree on what behaviors you're looking for each role for that particular company for each role that you have there. Based upon doing the job assessment, and looking at your top performers, and looking for consistencies to get a better target. In terms of who you want to hire for that role and get it right. Roy Barker:                        Okay. Well, Marty, [00:29:30] we've covered a lot of ground today. I certainly do appreciate you taking time out of your day to come back and talk more Senior Living and Sales focus. Is there anything else that you'd like the audience to know about the PI? Or how the Predictive Index can help them and their teams before we go? Marty Ramseck:               Yeah. The only thing I would say is, I think in Senior Living in my experience is, where people make a lot of mistakes is they just [00:30:00] hire other people's problems. There's a lot of turnover in the industry and people kind of bounce around from company to company. My experience has always been, I can teach ... especially, in Sales. I can teach somebody how to sell. Selling is a skill set, it takes some hard work to be really, really good at it, but I could teach somebody how to sell. My thought process is if I can get the behavior right. If I've got the right behavior, and the right attitude, and right ethics. [00:30:30] If I've got that, passion for Seniors, and I've got the right behavior, I was gonna be successful. I have a loyalty with that person, because I'm teaching them how to sell. So my recommendations to you is, not get in that game where you're just hiring other people's problems and people that are kind of bouncing around. But really get talent by hiring the right behaviors and teaching them how to sell, teach them how to do the job. Then I think you'll find a lot of success that way and have a lot of loyalty, [00:31:00] also, when it comes to that. Roy Barker:                        Yeah. I think that's a very good point. Sometimes, we rely on a box that's checked that, I worked for X, Y, Z Senior Living, so it looks like I have experience. But like you said, maybe I was just somebody else's trouble. Where the PI, the Predictive Index will help us get to the bottom of their skill set. Then, we can teach them the nuances of the Senior [00:31:30] Living industry that they need to know. Marty Ramseck:               Yeah. My thing, Roy, is if I'm a top producer, I've all this equity built with my company. So they're paying me fairly, I'm getting treated fairly, why would I ever want to leave? I have all the equity built in with this particular company. So generally, [inaudible 00:31:48] people leaving, they're generally leaving because they're not performing where they should be if they're ... The only time I look at a top performer is if they're not being paid fairly or treated fairly. That's the only time I look at them. But in [00:32:00] most cases, people are leaving because they're not cutting it with that company. That's why I would hire somebody ... Get the behaviors right, teach them how to sell. Then you'll not only have a great Salesperson, but they'll [inaudible 00:32:12] very loyal to you because you're the one that gave them the opportunity, you're the one that taught them how to sell. Roy Barker:                        Right, right. All good points. Well, Marty, if you could tell the audience how that they could get a hold of you to get more information on the Predictive Index. Marty Ramseck:               Yeah. If you wanted to ... [00:32:30] my email is mramseck@pimidlantic.com. Or my telephone number is 949-545-8121. You can reach out either way to me or connect with me on LinkedIn. If you do that, I'd be more than happy to have you complete a Predictive Index, if you haven't completed one.                                              It's $200.00 value, but for listening to the Podcast and connecting with me, I would that for no charge for [00:33:00] you and have you take it. It takes about six minutes, then in about 10 / 15 minutes, we'd be going over your results and seeing how it could help you and / or your organization. Roy Barker:                        Okay, great, Marty. Thanks for making that offer to the audience. I will also include your contact information in the show notes. Again, we want to thank Marty for being our guest today. Thanks, audience, for listening to the Senior Living Sales and Marketing Podcast. Don't forget to download [00:33:30] and rate our program. It will help others find us easier. Remember, you can find us on iTunes, Stitcher, and Google Play. The website is www.seniorlivingsalesandmarketing.com. You can sign up for a newsletter to stay up with the latest Podcast whenever we put them out. Thanks again for listening and until next time, wish you the most success in your business endeavors.    

  Elder Care This week we hosted experts whose companies address the care needs of our elderly population. We hosted Maria de la Guardia, of Assisted Living Locators, Chris Foster, of LivHome, and Blaine Warketine, of Vimty. Assisted Living Locators is a company that provides a free service for families in search of an assisted […] The post Elder Care appeared first on Business RadioX ®.

I have heard it is called shadowing but I can't even go to the bathroom in peace! Linda Knewston, Geriatric Care Manager with Livhome answers this question. She gives some helpful insight on what you can do to help control this behavior. Have a Question for Linda or another Elder Care Professional? Submit it here http://findhoustonseniorcare.com/ask-professional/

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