Podcasts about regional managers

Send us a textFor the twelfth consecutive year, DECAL is reminding families and caregivers of children to increase their awareness of the dangers of leaving children unattended in vehicles. This year's “Look Again” campaign aims to ensure that families, child care providers, and the public understand how to prevent pediatric vehicular heatstroke and stay vigilant during Georgia's hottest months.Joining us today to discuss this important mission are some very special guests: Allen Poole, Executive Director of the Governor's Office of Highway Safety, Dr. Andrew Grundstein, Professor of Geography and a member of the Atmospheric Sciences program at the University of Georgia, Rukiya Thomas and Kesha McNeal, Regional Managers in DECAL's Child Care Services Division. Support the show

Have questions or comments? We'd love to hear from you!With the holidays upon us, 2025 will be arriving before we know it. Keeping that idea in mind, our team wanted to switch things up to give you a sneak peek at our January 2025 edition of the Angus Beef Bulletin. On this episode, Lynsey McAnally checked in with your Angus regional managers Casey Jentz (Region 4), Will Harsh (Region 7), Quanah Gardiner (Region 12) and Shawn Gray (Region 13) - on the road - to discuss key thoughts to keep in mind when it comes to bull buying and the questions you might ask your seedstock provider to ensure the best possible fit for your own operation.Find more information to make Angus work for you in the Angus Beef Bulletin and ABB EXTRA. Make sure you're subscribed! Sign up here to the print Angus Beef Bulletin and the digital Angus Beef Bulletin EXTRA. Have questions or comments? We'd love to hear from you! Contact our team at abbeditorial@angus.org.

Jon Alwinson, author of Relentless Sales returns to the Chase MedSearch Podcast! Jon is not only a published author but also a winner of the coveted Diamond Award Legacy Award which is the highest award possible for Regional Managers at Boston Scientific. Jon continues to share hard earned wisdom from his published book, “Relentless Sales.”https://jonalwinson.com/Relentless Sales

In this week's episode, Michelle and Jo are chatting to Victoria Batey – one of Everyone Spa's Regional Managers – to have a very relaxing chat about spas. Everyone Spa is Everyone Active's Spa offering and Victoria takes us through what it offers, what's new in the industry right now and how Everyone Active members – and non-members – can enjoy all the fantastic treatments they have available and how they can benefit everyone. Everyone Active - everyoneactive.com Join us over on Facebook, Twitter, Instagram, and TikTok.  

In this edition we look at Primary Care Networks and the financial risks they face. Doing the talking are Paul Forder and Simon Appleyard, who are both Regional Managers for Wesleyan Financial Services, and Account Graham Leyfield who specialises in Locum and Practice protection for GPs and GP practices around the country. Wesleyan Financial Services is a broker and insurance products are provided by a number of insurers. Limits, exclusions and charges do apply. Please note: Specialist Financial Advisers referred to throughout the podcast are part of Wesleyan Financial Services. You can find out more about Wesleyan at www.wesleyan.co.uk and listen and subscribe to The Wesleyan Podcast at: Apple Spotify Amazon / Audible Podbean 

Jim Barber had a 19-year career with Tower Records. Starting in 1987, Jim worked in the Classical Department in Washington DC with Rob Bruce as the store's General Manager. After only a year on the job, Tower decided to open a location in Tyson's Corner VA and Jim was one of three employees to transfer to help get the new suburban location and its first-time General Manager, George Scarlett, up and running. Jim remembers his interview for Tyson's Corner taking place outside the store, in the hallways of The Shops at 2000 Pennsylvania.After leaving the company briefly, Jim found his way back to Tower in Northeast Philadelphia, not far from where he grew up. Twelve years in Store #176 with its unusual layout, Jim ultimately became General Manager of the King of Prussia store from 2002-2004. His career with Tower concluded back where he spent most of his professional life, in North East Philadelphia until it closed in 2006. Jim had the distinction of being the only employee to be in the Northeast Philadelphia store the day it opened as well as its last day of business.  Through it all, Jim remembers his co-workers, Regional Managers, his living situation starting out at a “Tower house” in Washington DC, navigating a post-Tower Records world and lots of other details that made Tower a great place to work. 

Taking care of a family can be a full-time job, but if you're a woman who dreams of being a business owner and a cool mom, then a franchise can be a good choice. Franchising can be a great way to find flexibility in the workplace while gaining financial freedom.   But how do you balance being a mom and running a business and all the things that come with it? That's what Erik and Tara McLain talk about in today's episode of Franchise Secrets.   Tara worked with other franchises before discovering Hand & Stone. As a customer of the brand, she was sold on the new opportunity because she experienced firsthand how Hand & Stone takes care of their customers.    Tara joined Hand & Stone Massage and Facial Spa in 2012 as a franchisee and has since built new locations in addition to acquiring existing spas in Southwestern Florida. She currently has four existing locations and two in development: one more in Florida and one in Savannah, GA (a new market for her!).   Tara has also been involved in construction projects while expanding her existing locations. On a personal note, she is a mother to two amazing teens and the wife of John McLain, an attorney.   If you want to know what it's like to run a multi-unit franchise while being an awesome mom, Tara has some excellent insights for you.   “I am not a micromanager and I am not a delegator. I empower them to make the best decision for each situation.” - Tara McLain   In This Episode: - How Tara started and acquired her spas - Tara shares the lessons she learned from her first venture and why she was attracted to join Hand & Stone - What mindset shift was needed for a mom with two kids to venture into business? - What does the infrastructure look like to run a multi-unit franchise in different locations? - The struggles Tara had to overcome while running the spa  - What happened when the stores were shut down during the pandemic, and how did the franchisor respond to the situation? - What does her team structure look like, and what is Tara's relationship with her Regional Managers? - What is Tara's routine on a typical week? - How Tara motivates her team to do better - The challenges with hiring new people and how to solve it - How long can you step away from the business without things breaking? - The deeper reason Tara still does the payroll for her team even when she doesn't exactly enjoy doing it - Tara's advice to other moms who are thinking about venturing into business And more!   Resources:  - Learn more about Erik's franchisee mastermind here - www.franchisetribe.com  - Learn more about Erik's franchisor mastermind here - www.franchisortribe.com  - Learn more about Erik's passive investing mastermind here - www.tribeofinvestors.com  - Want to buy a franchise? Connect with Erik here - https://forms.gle/n4JedEuU5p7asE617  - Want to franchise your business? Connect with Erik here - https://forms.gle/n4JedEuU5p7asE617    Connect with Tara McLain: - LinkedIn (McLain Spa Group) - https://www.linkedin.com/in/mclain-spa-group-4b2621271/   Connect with Erik Van Horn: - Website  - Instagram  - Facebook  - Facebook Group  - LinkedIn - YouTube - Medium

We are sitting down and putting our Regional Managers, Sierra Schotts and James Lott, in the spotlight to talk about their roles, their journey, fun hobbies, and more!

Hans and Clay have reached out to two of our Regional Managers, Jason Koning and Caleb Stuber as we look at what all is going into designing a custom bar. What kind of setups do we see from the row unit, to the spacing, and the drive behind choosing a custom bar as opposed to a new OEM bar. We are also back with another shop hack from Kyle Schmit from Manzer Equipment, Inc.

Today we get to hear from the hosts of Momentum Builder Don Goettling & Gino Fronti Why go to Momentum Builder? 0:00:37 - Biggest Discount Code available 0:01:27 - Intro Don and Gino and 0:03:28 - Todd Duncan Mention 0:05:30 - Morning Routine 0:06:10 - Don's Morning Routine 0:07:39 - Hal Elrod Miracle Morning Mention 0:10:20 - Gino's Morning Routine 0:15:33 - Rene Rodriguez Mention 0:16:53 - Gino, What are you trying to honor? What are you trying to heal? 0:20:20 - Gino's wake up moments 0:22:16 - Don, What are you trying to honor? What are you trying to heal? 0:26:20 - Enhancing the Journey 0:28:35 - Networking 0:31:13 - Don, Do you feel like you ever had a big break? 0:33:15 - Gino, Did you ever had a big break? 0:35:20 - Gino, If you were to do it all again, What would you change? 0:37:40 - Don, If you were to do it all again, What would you change? 0:40:40 - Jim McMahan Mention 0:41:50 - No Assholes 0:42:20 - Barry Habib Quote 0:42:58 - Don, Was there ever a time you felt like giving up? 0:45:30 - Gino, Was there ever a time you felt like giving up? 0:49:17 - Roland Cochrun Mention and (Get It Done Podcast Episode 31 mention) 0:51:11 - Gino, What advice would you give to someone looking to Get It Done? 0:53:42 - Don, What advice would you give to someone looking to Get It Done? 0:57:19 - Barry Habib, Top Economist in the world, CNBC FOX NEWS 0:58:10 - David Rosenberg, Lacy Hunt and Peter Boockvar 0:58:56 - MBS Highway, CMA, List Reports, 1:02:05 - Neel Dhingra, Phil Treadwell, M1 Academy Momentum Builder February 6-8 @ Caesars Palace https://www.momentumbuilder.com/ Discount Code Jimi2023 for $231 off Connect with Don Goettling LinkedIN https://www.linkedin.com/in/don-goettling-8ba05a50/ Facebook https://www.facebook.com/don.goettling Instagram https://www.instagram.com/dongoettling24/ Connect with Gino Fronti LinkedIN https://www.linkedin.com/in/ginofronti/ Facebook https://www.facebook.com/gfronti Instagram https://www.instagram.com/ginofronti/ Connect with Jimi Ryan https://linktr.ee/jimiryan https://www.teamgetitdone.com/

In today's episode, Berto spoke with Jason Greer, one of the five regional managers in Rollings Funeral Service to learn more about how he and the other regional managers support the locations in their region. Jason's current region includes our locations in Tennessee, Mississippi, and parts of Georgia and Pennsylvania. From being a sounding board to new ideas within a funeral home to actually coming in to help with funerals when needed, Jason's top priority is to make sure his locations are serving families to the best of their abilities. 

S2,EP10 - Jason looks after two courses at Bramshaw G.C, in The New Forest, Hampshire. The Forest Course is Hampshires oldest (circa 1865) an 18 hole Heathland/Moorland type course situated in a SSSI site. The Manor Course was established some 100 years later and is a more mature parkland type course. Recorded in the Spring - i've only just found time to complete the edit. Don't let the running time deter you, this is a great listen to a very honest and knowledgable fella. Jason talks us through his management of the 2 sites & the challenges they present. As well as the staples, of whats in the shed, favourite hole, vital statistics , who packs the best lunch and much more.....enjoy!

Gavin Burgess (Region Manager E. Iowa) and Matt Grove (Region Manager Pacific West) share tips and tricks to ensure inventory management success. Featuring a new podcast host, Freya Watson. Gavin and Matt share their experience on what systems work well for different types of dealers, and what factors go into designing your inventory management program. Should everyone be using QuickBooks? Listen in for the answer!

Hello! This is Multifamily Off the Cuff Episode # 15. Thank you so much for listening! Today, Fernando had the pleasure to talk to Aisha Price. She is a very successful regional manager and has been working with the multifamily industry for 21 years. Aisha shared with us a little bit of her great inside knowledge within the industry such as: The different management styles regarding operation and training from the 4 companies she has worked for.How she teaches her team to really understand what a resident is looking for when they are about to rent a new home, so they can provide the best fit.Painting and cleaning companies are the most difficult service providers to deal with from her experience.The biggest struggle the industry is facing right now is hiring the right people, so a change is needed regarding where to start looking for great employees.How they really appreciate service providers who care, follow up, and check with them to make sure everything is going well. Thank you for listening! Please leave us a review, so we can keep improving! You can follow us on IG – Multifamily_off_the_cuff to see all the behind the scenes and `keep up with the new episodes. If you have any questions or topics you would like to listen here, please send us an email at irene@multifamilyoffthecuff.com 

On this weeks episode of #Leadership - What's on your mind? I speak to Ross Jones. Ross Jones, is a Mortgage Broker and Director of Home Financial. Home Financial is a firm of independent mortgage advisers based in Warrington. The firm support all areas of mortgage advice but fosters a specialism for supporting Self employed and business owner clients. Ross's background commences with a career in the Royal Navy for 9 years before embarking on his transition from the military becoming a mortgage adviser. Ross progressed within a large corporate mortgage advisers to hold a Regional Managers position before taking the step to start his own business Home Financial in December 2018. Ross has built Home Financial from just him and a desk in his back bedroom to now a team of 7 advisers and admin staff across two locations. He also takes pride in his achievements outside of business including completing the infamous Ironman triathlon and London Marathon! Personally Ross is a proud husband to Sophie and father to his two children, Sienna and Jude. Outside of work, Ross can be found on the Golf Course or watching Warrington Town on a Saturday. Find Ross's socials below: Linkedin - https://www.linkedin.com/in/ross-jones-3688584b/ Facebook - https://www.facebook.com/HomeFinancialNW Find Stuart's socials below: Facebook - https://www.facebook.com/STARDevelopm... LinkedIn - https://www.linkedin.com/in/stuartwad... Instagram - https://www.instagram.com/stuart_wadd... YouTube - https://www.youtube.com/channel/UC2x3... Spotify - #Leadership – What's on your mind? Make sure to hit SUBSCRIBE if you enjoyed and thanks for watching. See you next week...

The podcast on tour continues into Hampshire, as Lee gives us sneaky peek over the neighbours fence, as he talks all things Wellow GC. 27 holes, 3 courses (of 9) set in the New Forest - it's a cracking listen. We hit vital statistics, higher or lower, favourite hole, whats in the shed, favourite bit of kit and much more.

Every septic system, whether it is a septic tank and a gravity drainfield, or an advanced treatment system like AdvanTex®, share some common but very important parts. Join us as we talk with one of our Regional Managers, Cory Lyon, about some common parts that should be in every septic system and why they are so important. 

The podcast on tour continues in the south west as Neil gives us sneaky peek over the neighbours fence as he talks all things Trevose. Vital statistics, favourite hole, whats in the shed and his favourite bit of kit (warning it isn't a procore). We talk projects, practices, dream holes and more in this cracking insight into one of Cornwalls coastal gems ......and of course discover who brings in the worst lunches!

In this episode, Ryan sits down to discuss how QRM Regionals bring success to their clients through the lens of Kristen Posey, one of QRM's lead Regional Managers. It's an episode you won't want to miss.

A conversation with two longtime multifamily industry veterans, Monica Gracia, a Regional Director with Dayrise Residential and Brandon Coleman, Senior Property Manager with Point Reyes Residential…discussing the interesting situations…the good, not so good, and funny that multifamily Property Managers and Regional Managers deal with every day. Show Guests: Monica Gracia – Regional Director with Dayrise Residential Brandon Coleman – Senior Property Manager with Point Reyes Residential Host and Producer: Paul Marks, CAS Tape Date: August 10, 2021 Air Date : August 14, 2021See omnystudio.com/listener for privacy information.

So far, we've looked at the cost of employee turnover – episode 64 – how to lower the cost of churn – employee turnover by starting an Employee Retention Investment Fund at your clinic.Last week we looked at the 5-P questions – Pride + Place + Possibility + Permanency + Propel  Today we're looking at the next series of seven survey questions - in line with Maslow's Hierarchy of Needs - you can ask your team – or yourself – to check the State of the Nation at your clinic.  This episode is especially for PM, HR and Regional Managers who want to get a bit of a feel for how aligned your team is to your clinic's brand, vision and mission … in other words, your clinic's raison d'être.If you're the owner or principal of a vet clinic and similarly want to know how aligned and/or affiliated your team is to your clinic's brand, vision and mission – your raison d'être – then this is for you as well.And if you're a vet or a nurse at a clinic who knows that you're not quite 100% fully engaged… fully committed to your clinic's brand, vision and/or mission, then this could help pinpoint what's missing for you at your clinic and/or what needs to change for you so that you can recommit or quit.This is the third in the multi-episode series focussed on helping vet clinics recruit and retain top performing vets and vet nurses and then how to attract more vets and vet nurses like them and to help vets and nurses know what to look for when / if they're making their next professional move so they get to work at an Employer of Choice Vet Clinic.Maslow's Hierarchy of Needs is used to study how humans intrinsically partake in behavioural motivation. Maslow used the terms "physiological", "safety", "belonging and love", "social needs or esteem", and "self-actualisation" to describe the levels through which human motivations generally move. Maslow's idea was fully expressed in his 1954 book Motivation and Personality.The five Needs are:Physiological SafetyLove and BelongingEsteemSelf-actualisationBack in May last year – in episodes 28 and 29 – Dr Francesca Brown of Otago Polytech, talked about her research in having healthy vet professionals which resulted in healthy bottom lines – she referred to Maslow's Hierarchy of Needs as well.  Episode 028 - Dr Francesca Brown - is it possible to have healthy staff AND a healthy bottom line in NZ veterinary clinics? - part 1 of 2 Episode 029 - Dr Francesca Brown - Healthy Vet Professionals = Healthy Vet Clinic Bottom LinesVet Clinic Employee Engagement Questions / statements in line with Maslow's Hierarchy of Needs: 6. “Are you paid enough to support your basic physiological needs?”  7. I believe the leaders at my vet clinic keep everyone informed about what's happening”  8. “My manager [eg, head vet, head nurse, principal] is a great role model for employees”  9. “The leaders at [vet clinic name] have communicated a vision that motivates me”10. “I have access to the things I need to do my job well”11. “I have access to the learning and development I need to do my job well” 12. “MVetStaff leading veterinary sector recruitment in New Zealand | veterinarians | locums | nurses

A conversation with two longtime multifamily industry veterans, Codi Stepanski, and Janice Quigley, who are both Regional Managers with American Landmark …discussing the challenges, obstacles and solutions of operating multifamily assets in the middle of a global pandemic in 2021. Show Guests: Codi Stepanski – Regional Manager at American Landmark Janice Quigley – Regional Manager at American Landmark Host and Producer: Paul Marks, CAS Tape Date: January 19, 2021 Air Date : January 23, 2021See omnystudio.com/listener for privacy information.

Now in its twenty-ninth year, Georgia's Pre-K Program has more than 3,700 classes serving over 73,000 students statewide.  Those classrooms are served by 36 Pre-K specialists on a daily basis.  But who do you contact if you're a teacher, director, parent, or the general public with a question or concern about Georgia's Pre-K Program?  Here to talk about the Pre-K Specialist of the Day program is Jennifer McCreary, one of our Regional Managers for Georgia's Pre-K Program.  Support the show (http://www.decal.ga.gov)

Dans talks Newquay course practices, leatherjackets, ecology, the resurgence of the Cornish Chuff, vital statistics, what's in the shed, favourite hole and more. As Joe and Neil take the turf hub on tour of the West Country.

The secret to being a successful regional manager is in THIS episode! Kiera goes over four steps to harnessing the right skills to manage multiple locations without resorting to micromanagement. Take a look at yourself, know your strengths and weaknesses Build a team to report to you Calibrate and train consistently Practice accountability Incorporating these tips into your practices will get everyone on the same page, and inspire uniformity without going fully corporate. Episode resources: Reach out to Kiera Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast on iTunes

Rob talks links golf, fescue domination, vital statistics, favourite hole, machinery and more as we take the turf hub on tour in the West Country.

This week the regional manager, sales team from OP joins Dann to discuss sales, marketing, coaching, new programs coming, and all things OP. As OP approaches our 2 year anniversary we are just getting warmed up! Enjoy this chat and make sure to live us a review!

I was joined by Jameil or as many in the industry know him as “Jay” Pendleton, who is a Medical Device Sales leader with over 18 years experience in relationship sales and territory management.After crushing his own personal sales goals year over year as a high-performing intra-operative sales rep, he was promoted into management having built out a team of Regional Managers in the competitive Western US on behalf of Medtronic.Holding his bachelor's degree in business with a minor in psychology Today he serves as Medtronic's Director of Strategy & Talent for the Brain and Spine Therapies divisions. What exactly is a Director of Strategy & Talent you ask? Great question and I'm glad you asked because that's a significant part of what we dug into with Jay.We also discussed the new YouTube podcast that Jay hosts called Sultans of Sales where he interviews a variety of Sales leaders and Surgeons all designed to connect people together in MedTech and other industries while improving people's lives through connections and storytelling.Some other key highlights we discussed:How he became the Director of Strategy and Talent.How did he come up with the idea for the role?With all of the momentum in the last few months that he has gained with the content that he puts out on social media, what's the purpose of it all and why does he think it is getting the attention that it is?What advice would he have for those Hiring Managers, Talent Acquisition Professionals, and HR folks who see the value in these types of strategies to build brand awareness and attract talent, but are nervous to get started?...and so much more!

Welcome to Season 7 of What's Literacy Got To Do With It? by Literacy Quebec! In this episode, we discuss how to communicate our own stories, the importance of creating accessible resources for youth to learn Canadian Black History, and get some media training to pitch our stories and impact! We also celebrate the winner of this year's Freda Hudson Award given each year to an outstanding volunteer. Guests: Akilah Newton CEO & Founder of Big Dreamers and Akilah Newton Projects. Visit the Big Dreamers website https://www.bigdreamers.ca/about-us/ to learn about Big Dreamers' goal to celebrate multiculturalism and individuality through the lens of diversity, plus Akilah's passion for arts and activism to create resources to educate youth about Canadian Black History. Debbie Hynes and Andrea Stanford, Regional Managers and Communications Specialists, at CBC Montreal (Canadian Broadcasting Corporation / Radio Canada) who teach us how to present / "pitch" our news stories to the media through using plain and clear language. Finally, we celebrate with volunteer literacy tutor Kathy LePoer from the Yamaska Literacy Council and recipient of the 2020 Freda Hudson Volunteer Recognition award! Congratulations! We also discuss some links and special news items: Learn more about Literacy Quebec's Literacy Helpline or call 1-888-521-8181, Check out Storytime with Uma Ghad this summer! And as always check out our website and our social media for more events! What's Literacy Got To Do With It? is a community-based podcast for English-speaking, lifelong literacy learners in Quebec. Our hosts Chris Shee and Jaimie Cudmore from Literacy Quebec, explore topics around community building, lifelong curiosity, and the multiple types of literacy. It's incredible what we can learn from each other. You may have noticed that we changed our name to What's Literacy Got to Do With It? Let us know what you think! Subscribe, share our podcast, and write to us at admin@literacyquebec.org, send us a voicemail at 514-508-6805, Facebook, Instagram @LiteracyQuebec

This week the boys talk about working from home and how people like or dislike it. Also district managers suck and are a waste of money hehe Do you guys like your managers? Are they overpaid or underpaid?

Episode 205: This is a live recording of our Virtual Safety Council meeting on Thursday, February 25, 2021. The topic was Recharge Your Workers’ Compensation Program  and it was presented by Debbie O’Connell &  Wendy Sergent, Regional Managers, 1-888-OhioComp.  For more information about the PCSC, visit PortageCountySafetyCouncil.com today! Sponsored by UH Portage Medical Center.

The Smarter Every Season crew pulls input from 6 of our Regional Managers on the biggest potential risks and opportunities to our listeners success in the spring of 2021. Tyler and Paul share audio clips and a summary of the Region Managers perspectives on the risks and territories that are most pressing in their territories. The conversation includes input from: Justin Sullivan - SouthEast region Ivan Lentsch - Western Nebraska Matt Grove - Northwest region Eric Huber - East Central Illinois Ken Sauder - Indiana Shawn Livingston - Eastern Canada

It's Valentine's Day and Michael's got a date with the new CFO in NYC. Michael joins the other Regional Managers to discuss the financial health of the branches as the shadow of downsizing still looms. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/assistant-to-the-regional/support

Part I: Protestant Work EthicMax Weber has a phrase: “secular ascetism” where you subjugate your impulses to God’s will, through “restless, continuous, systematic work in a worldly calling”. This entangles religious values (hard work, self-reliance, frugality) with work values and success, but over time the religious trappings slipped, opening up to conspicuous wealth and consumer culture. So, while frugality disappeared, self-reliance, gumption, and a foggy notion that morality is linked to success/wealth remained in the workplace. Yet, also the workplace was becoming industrialized through Taylorism, supercharging bureaucracy. This new bureaucratic structure took those once human/religious virtues and built them into the workplace through regularized time-schedules, work procedures, and administrative hierarchies.We don’t need to know your character, we have spreadsheets. This system of bureaucratic industry spread into government and private sector, needing clerks, technicians, and myriad levels of managers to maintain it. A new class emerged: the big salaried man completely dependent and devoted to the corporation. (So much for self-reliance or dedication to God or even family.) As Jackall points out, is not just being IN the organization, but OF the organization. PART I: Pyramid PoliticsCorporations centralize authority in the CEO (the King) while decentralizing it through Presidents, VP’s, District and Regional Managers. Reporting becomes a “web of commitments'' tying people to goals and reinforcing fealty relationships.To issue a command from the top triggers a cascade of downward pressure to achieve an improbable task, especially when bound by a bureaucratic system. Hence a willingness to sacrifice or bend rules to achieve the King’s whims is championed as “loyalty,” and CEO’s tend to promote those who have the “capacity for creative problem solving” … which is usually shady.But you must be loyal in the right order: The rule is, you should be loyal to your boss directly above you. Equally, part of your job is to protect your boss from embarrassing themselves or the company. “symbolically reinforce at every turn his own subordination and his willing acceptance of the obligations of his fealty.”Robert Jackall Credit and the Kingdetails are pushed down and credit is pulled upBosses give vague instructions, purportedly to encourage subordinates autonomy. But really it is a cover your ass method, 1) because they don’t understand the details, or 2) they need a fall guy and deniability.Credit or praise is a currency, not to be casually bestowed, it is to be used at the boss’s prudence.This type of sagacity is especially egregious around the CEO where managers engage in irrational budget expenditures to appease a perceived preference, a wish, a whim. Jackall talks of repainting a whole building to impress a CEO, or dropping $10k on a custom made book… and the justification is, if you don’t appease the capricious king or queen today, your head could be on a pike tomorrow. One tool in a CEO’s chest is the “shake up” where they reorganize the whole company. This does a number of things: it reorganizes existing fealty or alliances, breaking up plots or troublesome dissenters. It also hides mistakes, as now no one is sure where the blame should land when things go badly. And it makes the Board and Wall street think you are aggressive. Meanwhile, it promotes anxiousness and stress throughout your company, often reinforcing the perception of needing to cater to the CEO's capricious moods, lest you be fired.PART II: Success and FailureStriving for success is a moral imperative in America. Once you become a manager, you have proven competency, and beyond and it becomes much more about social factors, where you must align yourself with the “style and ethos of the corporation.” So… if you want to rise, you have to re-make yourself into what they company desires by staying attuned to social cues. This is known as Self-rationalization or self-streamlining, and it sounds a bit sociopathic, but we probably all do it to a certain extent: Such a manager “dispassionately takes stock of himself, treating himself as an object, as a commodity. He analyses his strengths and weaknesses and decides what he needs to change in order to survive and flourish in his organization. And then he systematically undertakes a program to reconstruct his image ...” (p.59) Appearance: indeed, the clothes do make the man. Self-Control: Control all emotion behind a mask of amiable blandness, never lose your temper, never reveal a secret.Be a Team Player: Convictions of any sort are suspect:“To me, a person can have any beliefs they want, as long as they leave them at home.” Managers want team player who will agree with consensus, even though they personally disagree. “Someone who is talking team play is out to squash dissent… The troublemaker is often a creative person, but creative people don’t get ahead. Dependable team players do. In fact, bosses don’t want to hear the truth.”Style: Be witty, charming, affable, articulate, with an indefinable sophistication when you give reports and mingle.PART III: Social PerformanceSo, I know it’s hard to believe that being a chameleon good at team play with some lucky connections is all it takes: you have to hit your numbers most of the time. But even if you are hitting your numbers all the time, but lacking the right personality or team play, you will never rise. When there is no longer an objective standard for success, it isn’t your performance that breaks you, it is other people. Managers realize, more than most, that there is a capriciousness to their advancement, often based on organizational contingency, luck and timing. And that is internal to the company, but there are also external factors that disrupt the workplace and market. Managers are very very aware of the ‘optics’ - it might actually be the key point to survival - and they realize the only thing they can do to better ensure their fate is to be seen working hard, putting in the hours (even though productivity may not help), and better streamlining yourself, wearing the right masks, practicing the vocabularies of discourse, knowing the right people, and subtly self-promoting. 

The Trusted Advisor is speaking to one of our very own Regional Managers this week. Cameron Cardinal joins us from down the Mississippi River, in Louisiana to be exact. Back in 2016, The Iroquois Group had 0 members in the state, and we are now growing 37 healthy and long-term member relationships. Join us to learn how we went from zero to $50 Million in 4 years.

Colorado Parks and Wildlife Regional Managers on Wolves. In this episode of the Epic Outdoors Podcast we talk with Colorado Parks and Wildlife Regional Managers in regards to the Colorado Wolf initiative. JT Romatzke NW Regional Manager and Cory Chick SW Regional Manger give us some insights into the wolf situation in Colorado and where we are in regards to a wolf re-introduction in the state. 

We are back One.Last.Time before we release our biggest and very last episode for 2019, featuring Planet Fitness CEO, and the game-changer himself, Chris Rondeau on Lessons in Leadership! Not only will Monday, 12/16/19 be the absolute final episode of the year before we go dark until 2020, but it will include a HUGE CONTEST where anyone is eligible to win $500! Stay tuned for next week’s email with 3 easy steps on how you can enter for a chance to win! Today’s episode covers a fundamental component of our success and the bread and butter of our business on a daily basis. Austin, TX Regional Director and Regional Managers, Antonio Leon, Stephen Olivo, and Anthony Flores stopped by to talk all things Customer Service! Take a listen in as we talk on why the little things matter, A.I and being replaced by robots, generating energy, and our discussion gets surprisingly scientific. “Customer Service costs us nothing but costs us everything if we don’t provide it.” Be sure to follow Lessons in Leadership on Soundcloud to get a head start on the contest!

Ep#2 From Selling Books to Flipping Apartments with Vinney Chopra   Achieve Wealth Vinney Chopra  Title : From Selling books to Flipping Apartments with Vinney Chopra     James: Hi, audience, welcome to Achieve Wealth Podcast and my name is James [00:12unintelligible] today, we're going to be talking to Vinney Chopra who has been in many podcast that most of you have heard, but I strive to make my podcast different from everybody else. I'm going to be asking different questions.    But at a high level, Vinney Chopra has done more than 200 million multifamily portfolios, you know more than 3,100 apartments under management. He spent a lot of money on his internet education, it's been more than 37 years and he's also a motivational speaker with more than 10,000 speeches given. He's an investor, educated motivator and well known for his smiles, welcome to the show. Hey Vinney, welcome to the show.    Vinney: Thank you, thank you so much, James.     James: [01:00crosstalk] something on your introduction, you can continue giving your part of the production.     Vinney: Oh, totally; no you did a fine job. I came from India with seven dollars, some of the friends know me and I'm a mechanical engineer and sold books, encyclopedias, just to let your audience know and also, I became a promotional speaker.   We've been investing in single-family homes, James, for over 35 years and just found out that a single family is not going to get us where we wanted to go. As a family with two children and my wife and I, we moved to California near San Francisco. A lot of people talk about real estate here somehow, you know, and of course, the houses have gone in value, a rental property is beyond, have gone in value.    Then I got stuck; I became like, you know broken in 2004 in California. And at that time, I had to make a decision, do I sell single-family homes and make money that way or do I do something different? And I wanted to do something different so that's when the world of syndication hit me and multifamily and I've never looked back; it's been an exciting journey.     James: Good. Well, you are like me, I started single-family. I'm an electrical engineer, I came into the US, somewhere in 2008 and we were here before that but 2008 was when we fully relocated here. It's basically a mind-blowing thing on how much you can achieve in the US.    Vinney: Yes. Yes.     James: So question for you; when you came with six dollars or seven dollars in your pocket, did you come in as an engineer or did you come in as a student or how did you come up?     Vinney: You know, I came as an engineer. I was working for Larsen Toubro so actually I resigned there so I had just the qualification of a mechanical engineer, but then I came here to go to George Washington University as a student of MBA in marketing.    James: Okay.    Vinney: Yeah.     James: I did my MBA too but I did it before I came to the US. So question for you; when you're a single family, I mean, I have my own perception about single-family and multifamily, but why not you tell me what is the difference that pushed you from single-family to multifamily? What was that point?     Vinney: You know, the big thing was, we were owning every money. I have the amount, you know saving Streamwood will go ahead go to Arizona go to this place that place buy you know, single-family homes, 450,000, 180,000 like that and then lease them. Actually, we used to do the master lease in that one with the option to sell, the option to buy actually, back then and we'll get a little bit higher down payment from the residents, but then they started looking into staying in our home as if they're going to buy it in two years, by fixing their credit and things like that.     But what I found was that a lot of these buyers were not able to buy after 2 years, first of all, so the property was still in my lap. And then we were living in California so it was quite tough to manage them so 10%, 8% of the rental was going into the management companies anyway who were living there. Then I was able to do my own contractors and everything because they would charge me too much money so I try to make contractors and keeping them in my iPhone and if they tell me there is something needed in their apartment like in Arizona or in Georgia or in Texas,  I'll go ahead and send my own contractors and make deals with them.     So it kind of involved me more than I wanted to and yet at the same token when the boiler went out, James or something went out, it was total cash flow gone, you know the whole end of the year you work hard a little bit, but then at the end, nothing happened. So that's why multifamily made sense to me; like in 2004, where if I buy 20 units and if one person leaves, I still have 19 intact there or two people leave, we have 18 intact economies of scale all that stuff.     James: Yeah, so I think just to clarify some things that we may have touched; the lease option is basically an option to buy when you get a single family and basically it's a very good model single-family rental because now the tenant could have a higher down payment and they are taking care of the house like their own house, because they think that they're going to be owning it in two years and for us, we think that they're going to take care of this in two years, but sometimes it doesn't work that way [05:54crosstalk] single family I think, you are talking. A lot of times, you make a lot more money in single-family in terms of cash on cash return if you buy it right out, I would say, right?[06:06inaudible] you can have a big cap X and wipe out your entire cash flow and I see the big money you make in single family or the more stabilized cash flow you make is when people are staying there for long term.     Vinney: Yes. Yes.    James: [06:21unintelligible] two years, four years that they don't disturb you anymore, then you start making money [06:24unintelligible] in one, two years, you are not going to be making any money in a single-family.     Vinney: Yes, that's so true James.     James: Yeah, but one thing I realized is I try to do the lease option in Texas and I realized in Texas, they have some kind of six months restriction or they just don't allow lease options in Texas.    Vinney: Oh, I see I see, I didn't there. Yeah, I didn't. That's really good information over there. So let's go to multifamily; I mean, why did you choose this asset class? I mean I try to make this podcast independent of asset class because, for me, any asset class goes in cycles so why did you choose multifamily?     Vinney: Very good point, you know, I think being an engineer and you are also an electrical engineer, we have a logical mind, right? So when people told me that you know, hey, do you want to go into office space? I started learning about office space, and I said, okay, what are the factors that will really affect that office space if the business leaves or their business goes down and they have a five-year lease? Then, of course, you know if they don't pay your rent, I mean, they can't pay rent if the business is going down and things like that, kind of made me realize that I'm stuck with that resident or that tenant, I should say in the commercial lease that I'm thinking. And then we looked at Hospitality again the hotels and all that. I looked at in the industrial but something which really made sense to me was multifamily apartments.    Because in apartments my paycheck was not based on one tenant, that was the biggest thing which kind of logically made sense to me. That I had 100 tenants in 100 unit; my first one was only 14 units as many of you people know and 14 units, next one was 109 units, right away and it just made sense, logically. Even if we have two three four people leave, it doesn't matter because we have so many others, you know to take care of the residents and take care of the mortgage and expenses and everything.     The other factor, James, was also the value-add function, that was a huge factor. The value-add was amazing because you are able to do forced appreciation, is the word we use now, in multifamily as compared to like leasing a building for 10 years or five years, five years plus, five-year clause with a small appreciation; you can only do so much.  So the numbers don't really work that high with IRR and the return on investment. I find with the multifamily by increasing the rent and increasing the NOI, decreasing the expenses, you're able to bring the value of the multifamily much higher than a commercial building I could make so those things kind of made sense to me.    James: So one of the challenges in multifamily is, I mean as many income streams, you can see rate but one of the challenges in multifamily that I've seen and a lot of operators have seen is basically a property management. Because now, I mean compared to office, office is you know, that's high vacancy and all that but you're dealing with professional tenants [09:58unintelligible] here, you're dealing with class B and C, I'm sure that's a focus that you are looking at as well. So how did you solve that property management problem? Because that's a big problem.    Vinney: You know, it is a huge problem, James. You are 100 percent, right and your audience would really like to look into this one because we did hire, by the way, a well-established company out of Dallas when we bought in Midland, Odessa areas there; the nearest one was Dallas and they did a fine job, by the way, they did a fine job.    The only trouble was that we were not really getting hold of the situation of cash flow because they were doing cash and accrual together and that can mess you up very badly because what they are saying then is, at the end of the month we say, "Oh, how much cash did we make?" They said: "We made this much, oh, by the way, you can't touch it. You cannot touch it because we have so many bills from this month, we need to pay yet." They're going to come next month so they keep 10,000 per month in the balance and give us this small to give to the investors, I mean that was really, really sad.    So anyway, the other thing was, they were spending money like nobody's business because it's not their money anyway. Every dime, everything was being charged, which I can understand; every travel, everything. I mean, they bought something for the thing, they charged it, right? So that's when my partner and I decided: "Oh my gosh! We're not gonna do it."    So we hired a professional consultant who had great Property Management skills and she was also teaching; also, by the way, we paid her 35,000 at top, 35 or 30 thousand. We always believed in paying the money to learn from the very best people; that's what happened with me with Trowbridge, with Kim Taylor our syndication attorney who's done 26 syndications, 27th now; my big fund, 50 million dollar fund, they have done that too.     But the thing is I believe to get from the master, learn from them quickly and then apply just quickly apply that you know. That's what we did; we started our own management company and we have never looked back.  Of course the hiring and keeping the morale up, I would say, having the challenging issues.    James: When HR issues, right? So now [12:38inaudible]    Vinney: Exactly; we didn't have it before, we have an accounting department, big one, accounts payable department right here. Then we now have with Moneill Investment Group, Moneill Management Group, we have a full HR person full-time, benefit person and payroll in a consultant.    James: How many staff do you have in your [13:03inaudible]    Vinney: We have 67 full-time staff right now, we are thinking to hire more so if we're going to go higher and then of course as we sell, we just sold two properties. I'm so happy because we had some pretty big paydays, you know last few times, you know, and so we are selling some assets but we are looking to buy more too.     James: So how's the structure of your property management? So you say you have 67 staff, do you have a CEO for your property management?    Vinney: I'm the CEO of the company, but then I have asset managers or team leaders, we call them, asset manager or team leaders and then there are Community managers at each property. Like we own 10; we owned eight now over there in the [13:53crosstalk] yeah, they are Community Manager or Property Manager.  We don't use the word property manager, we use the word community and we never say apartment complex, we always say community, Moneill communities.     James: Oh, that's good.     Vinney: Yeah. Moneill Premier Communities; that's how we promote ourselves.     James: Yeah, and we call our tenants, residents right?    Vinney: We always call our tenants residents; residents lifestyle of the Moneill communities that kind of thing. We bring cafes, we bring dog parks, we bring a lot of great stuff, media centers. Every time when we buy an asset, I put 10,000 easy into the restructuring of the leasing office, you know, and buy brand-new computers, brand-new everything, brand new desks, all that because it just says a lot to the residents; that a new company is taking over and they are not slumming it, you know, they're going to invest in to the property.    James: You don't have Regional Managers; you have Asset Managers and you have Community Managers.    Vinney: We do; every property has Community Manager then Assistant Community Manager or leasing agent, we call it slash leasing agent, plus lead maintenance that will be the lead tech and then the fourth employee or team member at that property is called porter or helper.    James: Who does the Community Manager report to?  Vinney: The Community Manager reports to the Asset Manager; team leader or asset manager.     James: You are doing exactly like what we do; we spend a lot of the office and our office looks really nice, new computer, we take care of our staffs and all that. So among the amenities that you have installed, you have 3,100 units, which community do you think is the most appealing to class B and C residents?     Vinney: Okay, good point. You know we made a lot of money in Midland Texas, by the way. We were making 45 thousand dollars net-net every month, literally so that is a Premier Community Cornerstone; we sold it, by the way, now and we gave our investors 40 percent IRR, 40 percent returns per year for years and three months in a row.    James: No, no my question really, is the community; is it the dog park is better [16:29 crosstalk]    Vinney: Oh, I see.    James: The community that you think is the most valued by Class B and C [16:36crosstalk]     Vinney: I would say you can get good mileage, I'm so glad you said it, curb appeal. I would say definitely flagpoles; I buy these flagpoles from Georgia, these are 30 feet high. Flagpoles, not just 20 feet slim ones, I pay $700 per flagpole, but they make a statement. I mean people going [00:17:00unintelligible] by the road, they look at it, they say, "Oh my god! Wow! How beautiful it's like and four of them." I always put four, I never put two. And then I buy the biggest flags like, 8X4 or whatever they are so they fly high and we change the flags also every 3 to 4 months; we have different colors, things like that. So curb appeal is big in my thing, right?     The second thing we do is definitely get the restructure or do new flooring if you need to, for the resident Center or office, the leasing office because that needs to really show class; class is important and then, of course, the furniture, right? For the residents Media Center, I go to Del company dell.com. I have a business account and I buy for $483 all-in-one, 24-inch, these big monitors, which is already included with that CPU and also $483, beautiful. And then I buy desks, very beautiful ones, you know, I may send some pictures to you and that way, it gets also the residents can use that anytime. Keurig machines, always Keurig machines, K-Cups, cookies, an ice chest, you know, all that so that you know, that is big but then dog parks, let's talk about that.    Some people have talked about dog wash, I have not instituted that at all yet, but dog parks, yes. We are very cheap, $99; $99, you could buy these beautiful dog waste green, whatever the stations we call them and we put them six seven eight of them all around the community right away, that's shows.   And then also I am very big in bind sign. It's been big in signs and the best things to get it is actually from Amazon. I'm buying my products from Amazon like crazy. I have, you know, like set up each of my properties even the lights fixtures, I'm finding them 40% cheaper on Amazon compared to [19:29unintelligible] supply, HD Supply.     James: Correct. Correct.     Vinney: It's amazing.     James: So what about in the miscellaneous income right? So in your miscellaneous income, you have your covered [19:40unintelligible]     Vinney: Yes.    James: I know what other things like insurance and all that, which miscellaneous income gives you the most bang for the buck?    Vinney: Okay, the number one, which I do it right away from the get-go, is the utility reimbursement, utility reimbursement drop systems is my number one priority and I go to the hilt. I try to get to the maximum; 90% collections of my bill after water, trash, pest control, and gas all that Because electricity is given to the residents, individually meter, but then I'm very big in also looking at our vacant units electricity bill, how much are they and outside lighting. If the sensors are not working, I buy the sensors right away because we don't want the outside exterior light to be burning 24 hours, they need only come to on dawn and dusk so that's a huge part.   You were asking me some things about what other facilities, playground. Playgrounds are great.    James: What about the washer-dryer income, do you tend to buy washers and dryers?    Vinney: Oh, big time; I have written most of my properties brand new contracts if they are expired. I get paid about six to seven thousand dollars as a sign-up bonus. At Cornerstone, I got 35,000 sign up bonus, by the way, for bringing cable inside my community. So I gave to this local company my contract for cable for all the residents and they gave me 35,000 bonus and I've done that several other places also.    Now in New Houston, I have one property, we charge $20 per resident for cable; it's all central and then we pay, I think we make about half of that is profit, by the way. But I love the coin Max new machines, which are the card reader machines; card reader, no more coins. So whenever you actually get in to buy a new property, you talk to the rep of that Community, even though they have already five more years or ten more years still coin max lease is there but you could ask them to change the machines and make the laundry, we call it clothing Care Center or like that nice fancy name or laundry, clothing center.    James: Under a contract, they allow you to change?    Vinney: Oh, yeah. Oh, yeah, you say: "Oh my God! These machines are no good, they are breaking down."    James: What if I tried to terminate the whole contract first?    Vinney: Well, I don't think you can terminate, they have strict laws and all that but they would love to help you and work with you. That's what I did, by the way, and they will help you paint and all floating also, I use some of the money from them to do that. Like the property I just sold [23:04unintelligible] Nasa; very nice property, beautiful gardens everything and the seller put in 3.6 million into it, renovating it when I bought it. But the laundry facilities, both of them were like shambles, totally shambles so I took up on that and got brand new machines, brand new everything so it was nice.     James: What about the interior rehab; usually, what's your budget and what do you think is the mix the most bang for the buck?    Vinney: Okay, I would say the fixtures; see the thing is like I find of course counter-tops, kitchen counter-tops and the bathrooms many of the bathrooms, I even changed them put the one single shell in there or some times I even do the tiling, depending on the community.    James: Are you talking about the back-splash?    Vinney: Back-splash tiles in the bathrooms also; that works pretty well. And you can buy these really cool ones which look like you have put like 20 different tiles, but they're in a mesh so you just put it in there and put grout in there and it' quickly done; it's amazing and it's beautiful.    James: And it comes in square sizes, right?    Vinney: Exactly. But we do try to do the light fixtures; that's a big one in the bathroom like in some of my nicer communities, we are putting these lights, LED lights, like when the water comes out, the lights come. And then switches, it's very cheap; you could buy these switches and then put USB in there, that's all.     James: I actually think I should try this; how much does it cost the switch with the..?    Vinney: Not that bad you go for bulk; I always put Google; whatever I want, I put Google and try to save your Amazon Beats somewhere else and I buy them 200-250. Sometimes even the Chinese; oh my gosh! I came across a supplier in Atlanta, they've got a big warehouse and they can sell what I can buy at Home Depot for whatever, 1495, they gave me for 695, oh my gosh! So every dollar saved is a dollar earned.   I tell my teams, I tell my community managers, I taught them now. I said you got to get three bids and then after you find out and you want that company to do it, ask them for 18% off again on top of it. James, most of the time, I get that 18 to 23 percent odd number; it has to be an odd number. I tried it nine years back and ever since I've been doing it and it's so important that you tell them: "Hey, I really appreciate you, I like your work, everything but our budget does not have that." Bring it back to the budget and then they would love to do it because they have these full-time employees and if they don't have a job, shew!    James: I mean when you have a big amount of a number of units, they are willing to really work with you so that's really good.     Vinney: They really do, they really do, exactly.     James: So you use vinyl flooring, I would say?    Vinney: Yeah, we do faux, those are really great; you can cut them, you could put them, they are very durable and some of them, I think we work with several different vendors and they give us really good things. Please, also some of your audience, if you are looking at me or seeing, please ask your district manager to give you some of their remaining flooring in the warehouse; they will deep discount them.    James: Oh, really?    Vinney: I don't mind.     James: Why not?    Vinney: No, I mean, we did it in some of my renovation deals just recently. They said: "Vinney, okay, we'll sell you at half the price."   I said: "I'm fine, sure."    James: Do you sell vinyl plank or do you do vinyl roll?    Vinney: Okay, vinyl plank also and rolls also, we do both.     James: Okay, depends on whoever gives the cheaper, right?     Vinney: Yeah and depends on if it's a 'B' asset in a nice area that way.    James: What about advertising? What do you think is the most effective advertising [27:42unintelligible]      Vinney: I am so glad you're asking me, James.     James: I know the details, right?   Vinney: You do, you know, you are a great performer, I can tell already, you know. See the thing is, 81 percent of the residents when they are looking into moving into a community, they Google search. When you Google search apartment in Angleton, for example, Texas where my assets are and other places, you will come to my property first; wow! Why? Because apartments.com has 81 percent of the market and I actually, worked with them and they gave me a discount of $150 per month to get all the assets as a bulk so I tried to do that. It's good to do master businesses and you know preferred vendors we call them.     James: Okay, so use apartments.com or?    Vinney: Apartments.com, our own website, Craigslist, we do everything; oh, yeah, all three.    James: Do you do Google AdWords?    Vinney: OK, Google AdWords; we haven't done that much because what we find is that, most of the time people are able to drive-by; I'm very big on drive-by that's why I buy those flag poles and everything and then we do Master canvassing the business. So we give 5 percent off and I would love to send you some--you know, my daughter actually Monica is very much involved in our business now and she is the graphic genius and she's actually taking care of all my CEO responsibilities, I love that. But the best thing is that she designs and our graphic artist in the Philippines,  they design a lot. Also, by the way, I can put you in touch with them, they've been with me like for the last 5 years, let's say, you know because my Moneill Investment Group, Management Group is only 4 years old.    I started four companies, first of all, I can say four you know, like ideal investment, ideal management, with my partner. We did 14 syndications, then I did 12 syndications in two years and two months in my Moneill Investment Group in 2014, November, I started that. We were in 67 employees like that within the two-year span but I didn't count my old payroll, by the way, that was about another 35 before so in total, we had about over 100 at one time.     James: So you basically have given up on third party property management company?    Vinney: Oh, no, no way. No way because again, I don't want to sound very arrogant; they do a good job, but they have profitability built in every place. I mean, even the contractors I hired, it's amazing how much kickbacks to get in this whole business. There is profit profit profit profit; they charge you 30% for the materials, they charge you 30 to 40% above the labor even 50% above labor. You know, it's amazing.    James: Just so much because it's not their baby.    Vinney: No, it's not. That's the hardest part; you can find some great property management companies, but you have to work so hard to find them because the thing is, it just will not work for them. You know, I mean, you got to get honesty; honest people are there, they are there.    James: but do you think this property management company used---I mean what I've heard is, you have to still be a very active Regional Manager type of even though you give it a third party, you can't just leave it to them.     Vinney: No, you cannot; see the thing is, actually that's how I teach my students also to work with smaller property management companies because they will like to give you more weight. You have to learn the business; the idea is to make your own property manager, it's not rocket science. It seems like that way, it's not that bad at all because once you hire Property managers who have 15 to 20 years of experience, that's what I decided in my new company, right?    I said I'm not going to hire people who are like two years three years four years because they are just learning; I want to pay a little higher amount, but let's hire some better quality managers who know the fair housing laws who have gone through several CCIM, you know other property management32:35crosstalk] yeah, right exactly, who know the situations and then we train them, by the way now. So in our company, Monday at 2 PM and Friday at 2 PM, every week we train our team through Zoom meetings all across our properties, that's their set time.     James: So, what do you train them on?     Vinney: All different topics; like leasing 101, taking care of the MMRs and how to do this, how to do marketing, how to do all this and we record all that. So now we are designing a Property Management Academy from my Online Academy, which is going to be multifamily management Academy. I already have the domain name that I got five years back because I knew I'll be doing that.    James: That's very good. So, let's go back to a different topic other than the property management side of it; let's go to Asset Management, buying deals, acquisition, right? So, is there a deal that you thought was a bad deal and you walked out of it and later you realize it was a good deal?     Vinney: You know, that's a good point, James. I would say that once I walk out of there, I don't keep any contact with a broker because once I make a decision, I'm fast, quick, you know, I mean, I think Grant Cardone says that, yeah, I follow him little.  But the thing is he says winning--no, he didn't tell me; he tells his audience that you got to really do your due diligence even before you put 'LY'. Once you put 'LYs' go with a letter from my broker also, by the way, because whenever I get a pocket listing, I send it to, Brandon Brown LMI Capital, my broker and he underwrite it.  He gives me everything I need to know; I also give the address to my insurance agent and he gives me the real cost. Also then we go to the assessor's office, we find out the property tax also in real terms, what it's going to be. Those are the big, three things that you need to close on the property. I'm happy to tell you that I've closed on all 26 syndications on time and never faltered from LY to contract to closing.    James: That's good; that's a quality of a good buyer [35:14inaudible]     Vinney: People like that; like in Houston, I started buying and there was no property in the county I wanted to buy, James. I went to the big Cheese's and I shared with them, you know, I'm a broker in California, my humble opinion, I know you're saying in the area I want to buy that there's nobody there, there's no listing. Would you please call the buyers who you sold to five years back and tell them, are they interested in selling to this Indian chap who wants to buy their properties? I said that to ARA, to Marcus Millerchap, to Houston property; all these people, within three months, I started getting listings, bucket listings. I mean. they were just coming from every which way and I was syndicating, every second month, I was closing a deal.   James: Do you like Houston mark?    Vinney: I love it. I love it. I think if anybody's listening to me, you're missing the boat if you're not in Houston, especially after Harvey; rents went up, they stabilized, I own 10 properties there. I've sold two already, one to Sienna Willa; just to let your audience know, just to kind of give them a little taste of it, 3.550 I paid, three million five five zero but it had 16 unit burned down. Sixteen units, one building was burned down so I bought it and we just sold it for 8.6 million.    James: Wow! That's awesome.    Vinney: My investors are loving us and everything and I knew I'll double their money in four, three to three and a half years or something which I did so that's exciting. So Houston is there, just that it's not oil dependent as it used to be. It's medical, big medical center, IT, NASA and Retail Center.  So those are all very positive things along with oil also some portions of it and petroleum and gas and all but Houston is the way.     James: So really, let's switch back to slightly different more personal stuff so why do you do what you're doing?    Vinney: You know what, I don't need to do anything, to be truthful. We are fully, fully very well settled, everything and I just have passion. I'm 67, by the way; I'll be 67 in August, August 27, please send me flowers- just kidding - when I was doing W2 job, James, I would really get up at six thirty seven, quarter to 7:00, 7:00; I'm up at 4:30, I'm up at five o'clock now, doing my miracle morning, doing my chanting and listening and yoga and all that and my exercise and I'm on the vision board now for the next 25 years.    James: Wow!    Vinney: Up to 92; I'll be 92 then but you got to have that passion and I'm so passionate. What would I do, otherwise watching TV, looking at all these news that I cannot do anything about it or volunteer? I love to do a lot of volunteer work, which I'm doing but the key thing is how much can you do?    You got to have the passion. So my real passion right now is that 50 million dollar fund to buy quarter billion dollar in real estate and then sell and then teach. I think my passion also is now I've been a motivational speaker all my life; 37 years career in motivational speaking and fundraising, that's what my business, by the way.   I only worked like four months in a year for 37 years, real work; each month I had almost fun, my life has been like that. So with my teams of people, I can delegate quite well, I can compartmentalize quite well and I just enjoyed traveling. My family goes out for four, five, six, vacations and I come into my office and just crush it.     I have a lot of topics I want to talk more and I do Master coaching now also for such a small price. I get people telling me, you should be charging 40,000, 50,000 easy for what you are giving us and I charge five, only five so it's ridiculous.  But I'm not here to make money, my money comes from Acquisitions.    James: Absolutely; I think that's important because the audience needs to know sometimes people do stuff not for money, right? I mean, yeah, we do it for money but there's a lot of 'why' behind it.    Vinney: Exactly; you know the family, the education.  I mean, why I got into real estate was to give good education to our children, you know, he went to Berkeley, Monica went to UCLA, not a single loan. No, nothing; Mom, Dad took care of everything, you know like that. Retirement, other things, buying, you know.    James: Family is the time when...    Vinney: Yeah, charitable trust all that, you know and building schools, all the good stuff, it's so important in life. So as you asked me in the 'whys'; I am so fired up at this stage in my life and I feel that I have a lot more years to give.    James: I think you're thinking you can contribute a lot more to humanity, right?     Vinney: Surely; and the passion also James, if you don't mind, it's with youth. I also own Youth Academy, youth multifamily Academy, youth school training, all that. My passion is to teach students from high school level to even College levels to really get into the entrepreneurship model. Getting into designing an LLC, forming a Wyoming LLC and cheaply, very cheaply but then saving the money and getting it to the 401k and all that and starting a business on the side as they are learning so that by the age of 21- 22 to have a duplex they own themselves. They could live in one side and the other side, the resident will be paying for there and it will be free and clear.     James: [41:47inaudible]    Vinney: You know, that's my passion and I want to convert my lectures into Spanish, Indian language and French and Italian like that.     James: So we are coming to the end so I know you have to run somewhere but one question; do you have like 3,100 units and [42:08unintelligible] operator, is there any funny story from tenants that you can share with the audience?    Vinney: Oh my God, lots of them; oh my God James.     James: The funniest ones?     Vinney: The excuses we get from the residents, you would not believe. I mean, they said, oh we wrote a check and the dog ate it. I know this is ridiculous. What! You say, what! Oh, yeah, I had the money order and this happened that happened; we get so many different ones.     Now, we do texting; we do texting, by the way, through our software we could text, we can get them to opt-in and then we can text them, rent is due on the first, it's late on the fourth, but then they have all the sobbing stories. I mean, again, I have a bigger heart but my property managers, they align me. They say, Mr. Vinney, you got to just not give because we have to be fair housing laws, right? You have to be only fair, you cannot give any preferential treatment to anybody.     But you know, we do have within our company, I would love to mention, you know, we have like a grant we established. So that's where some of our team members need some extra money, we are able to do it through the grant. Harvey happened, we donated, my wife and I donated, into the grant for our team members and we got them trucks, we got them other stuff and cars and things like that, you know, because they were helping us.    You know, it's no fault of theirs that Harvey came and they lost their vehicles and things like that but funny stories, oh my gosh! And oh, wait a minute, not only just the residence; I know, I know, I mean, how about even the team members too, we have lots of community stories. One thing I would like to say that is no matter how difficult the situation comes, we should always take a first look at it because things happen for a reason.     We need to listen to what they are trying to say, we got to just listen and then find a win-win situation. And many times if we do that way a lot of times the residents feel better, they do, the team members feel better and you every aspect, vendors. I get really antsy when they're not doing their job correctly and this and that and shoot out some emails and all that but then I say, "Hey I was a little bit harsh, I apologize but we need to get it though."    James: So how can my listeners find you?     Vinney: Oh sure; actually, we have two different, very nice; they could text the word 'learn' 4 letter word to 4 7 4 7 4 7. So they can just text that and my team members will be able to send them my academy information, what's entailed, some testimonials; I'm getting testimonials like crazy from my students who have crushed it within three months, they are buying like 200 units and 150 units, raising two million dollars by using my deck of the cards, credibility kit and all the things and scripts. But then the other one is syndication; if they can text the word syndication to 474747, they can reach my team also, and that is to partner with me. They can also invest with me, partner with me on the GP side and invest as an accredited investor in the fund.      James: Good, thanks Vinney for joining me today. Basically, my first podcast and was really happy to have you here and my audience, you know, hope for me to bring more quality content to you guys.  As I said, I'm going to ask different questions, not the normal high-level questions, we want to go deep into the details.    Vinney: I would love to, James if I can refer any way and get congratulations to you. If you want me to hit certain other aspects even just going deeper for your audience as you get their questions, I would love to spend time with you.    James: Yeah, I mean, I think that's important because a lot of podcasts goes super high level and you want to learn. I mean, if I want to spend [46:41crosstalk] I want to learn as much as possible in this.    Vinney: That is so true, that's missing, I think you know. I know my friend Whitney has started syndication and we are going to do there also because people want to listen and they say what can I apply it right now.    James: And for those who do not know, we launched our book this week, Passive [47:02inaudible]    Vinney: Congratulations, I'm so proud of you.     James: Yeah. Thanks, in two days, we have international bestseller because even in Canada, we hit number one too so that was...    Vinney: I love it. I love it. That's so wonderful, congratulations.    James: You can go to Amazon and get it and there's a free audio-book which will be announced at the end of this podcast.    Vinney: Awesome. Well, I'm buying it right now, I'm going to go to Amazon. Hey guys, everybody, buy James book. Yes. Yes.  James; We have 21-star reviews right now and a lot of really good reviews, I didn't expect. It was a small [47:34unintelligible] project, you can't make money selling books.  Vinney: No you can't, it's like parting knowledge, that's so true.     James: I want to make sure my passive investors get educated as well because it's just mixed makes it much more better.     Vinney: Totally, totally, alright James. Thank you. Thank you so much.  

Cecilia Patterson and Sandra Soto, Regional Managers at Community Dental Partners, join Call Box's Katie Lorenc to discuss the impact of rapid growth, the focus on continuous learning for their teams, and best practices to create a positive culture from the top down.

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.    

While having difficulty getting a table at a local pool hall with one of his friends, David Houston decided he should open a pool hall. In 1989, David opened Q's Billiard Club that is still in its current location today. In 1999, long-time Los Angeles eatery Barney's Beanery came on the market. David jumped at the chance to purchase the restaurant-bar hybrid and has gone on to expand the brand by opening locations in Santa Monica, Pasadena, Burbank and Westwood. Barney's Beanery employs a staff of about 400 that includes a managerial staff including Human Resources and Regional Managers. Today our listeners get to learn how to transition from one business to another, how to make it smooth, and keep it running like a well oiled machine! Simon Mainwaring is the founder of We First, the leading social branding firm that provides consulting and training to help companies tell the story of the good they do to build their reputation, profits and social impact.Simon's first book, We First: How brands and consumers use social media to build a better world (Palgrave Macmillan) is a New York Times, Wall Street Journal, and Amazon bestseller. It was named an Amazon Top Ten Business Book for 2011, 800CEORead Top Five Marketing Book for 2011, and strategy+business named it the Best Business Marketing Book of 2011. It has been translated into Russian, Chinese, Taiwanese and Korean.

So young but so successful!l Jerry Jao will help our up and coming entrepreneur listeners find their path in the business world! Jerry Jao, CEO and co-founder of Retention Science, a retention-marketing business. Jao has co-founded two other ecommerce marketing companies, including incentiBox, a social media referral platform. Jao worked as an analyst with Morgan Sttog, where he advised Fortune 500 companies on product pricing strategies. Most recently, Jao worked as an adviser to the CFO of Clear Channel, the radio and communications company, working on digital sales initiatives, and iHeartRadio. Jao has a B.S. in Business Administration from U.C. Berkeley.While having difficulty getting a table at a local pool hall with one of his friends, David Houston decided he should open a pool hall. In 1989, David opened Q's Billiard Club that is still in its current location today. In 1999, long-time Los Angeles eatery Barney's Beanery came on the market. David jumped at the chance to purchase the restaurant-bar hybrid and has gone on to expand the brand by opening locations in Santa Monica, Pasadena, Burbank and Westwood. Barney's Beanery employs a staff of about 400 that includes a managerial staff including Human Resources and Regional Managers. Today our listeners get to learn how to transition from one business to another, how to make it smooth, and keep it running like a well oiled machine!

While having difficulty getting a table at a local pool hall with one of his friends, David Houston decided he should open a pool hall. In 1989, David opened Q's Billiard Club that is still in its current location today. In 1999, long-time Los Angeles eatery Barney's Beanery came on the market. David jumped at the chance to purchase the restaurant-bar hybrid and has gone on to expand the brand by opening locations in Santa Monica, Pasadena, Burbank and Westwood. Barney's Beanery employs a staff of about 400 that includes a managerial staff including Human Resources and Regional Managers. Today our listeners get to learn how to transition from one business to another, how to make it smooth, and keep it running like a well oiled machine!So young but so successful!l Jerry will help our up and coming entrepreneur listeners find their path in the business world! Jerry Jao, CEO and co-founder of Retention Science, a retention-marketing business. Jao has co-founded two other ecommerce marketing companies, including incentiBox, a social media referral platform. Jao worked as an analyst with Morgan Stanley and as an engagement manager for BearingPoint Management Consulting, where he advised Fortune 500 companies on product pricing strategies. Most recently, Jao worked as an adviser to the CFO of Clear Channel, the radio and communications company, working on digital sales initiatives, and iHeartRadio. Jao has a B.S. in Business Administration from U.C. Berkeley.

This is the initial voyage of the Sales Managers episode which we’ll release the first Thursday of the month. If you’re not a sales manager, forward this on to those appropriate for this. The premise for this episode is that most sales teams don’t work - or at least they aren’t optimized. We’ll talk about how to look at, and assess, your sales team so you know where to focus your attention – and how to grow your business. This is for Sales VP’s, Sales Managers, Regional Managers or anyone who manages/oversees a sales team.