Finding And Creating A Team That Loves Working For You – Suzie Price

suzie rec

DISCOVER HOW TO BUILD THE RETAIL STORE

YOU'VE ALWAYS DREAMED OF

“The art and science of bringing the best of who you are to everything you do, so that you can help everyone around you bring the best of who they are, to everything they do."

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TIME STAMPS

What is the good strategy when you want to hire people? [07:06]
Tips on how to recognize ideal candidate in hiring proccess? [10:32]
Hear couple of the questions that your shelter manager could ask [14:15]
For motivating matters what is the O for? [28:03]
One thing that Suzie could say to people when it comes to either hiring or motivating the team that they already have. What would it be? [40:14]

Suzie square

TRANSCRIPTION

Salena: Hey there and welcome to this week's episode of the bringing business to retail podcast, today's guest is going to share with you some tips, some tricks, some hints, and some strategies on how you can not only hire the right people for your business, but also how you can motivate the people inside of your team. Suzie is committed to giving people the tools and resources that they need to break through to the next level of performance and that sounds like something executive.

But let's be honest even your team on the shop floor have a next level of performance. Suzie specializes in helping business owners to hire and motivate the right people and she helps business owners just like you to build and sustain an energetic committed and drama-free workplace. So welcome to the show Suzie, I'm really excited to talk about this topic.

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Suzie:  Thank you Salena, it's my pleasure to be here.

Salena: I love hiring people.

Suzie: You do?

Salena: I do I have a little process and I always like to hear from people like you, so I can keep refining my process, but how people means…

Suzie: Okay, tell us about yours.

Salena: Well let me hiring people means that you're in a position for your business growth like you should be really excited, when you're hiring people. But, so many people dread this process. Now, my process is probably a little bit different to everybody else's, I write non job description, job ads. So I write a behavioral job ad to Monica the latest hire that I had my marketing manager. Her job ad went something like are you the kind of person who sits next to somebody on the bus, starts a conversation and is genuinely interested in their answer.

Suzie: Love that yep.

Salena: Because I needed someone who would make connections, I needed somebody who would be happy to just talk to anybody, so it was all little things like, that didn't have anything about what programs you needed to use or what the job was, it did have a title, but all those I like to use IU questions that's how I do my job descriptions and you know what it works every single time. But I'm always looking at refining it there's always a way that you can make it even better. So tell us how do you go about hiring the right people.

Suzie: Well first I love the way you run your ads and that's actually how we counsel people to do theirs as we make sure they have an ideal candidate profile when they start, so they're clear not just on the background that's one piece of the puzzle. But what are the attributes, what do they need, how do they need to communicate, what's the job going to reward, what are the things that you can't see, the intangible skills that matter because most people when you go back and check who has not made it, it's not because of background and experience ten percent of the time it's because they didn't have the background experience or the skills.

The rest of the time it has to do with attitude or they couldn't communicate or they couldn't manage their time or they weren't responsible, it's all the intangibles where people don't make it. So you're so spot-on with your process and it doesn't have to be complicated, but you have to be clear on what you need and then express it and so what you want is somebody like Monica to read that description and go that's me.

Salena: And that's actually how the ad finishes, if you've read all of this and you're screaming inside that's me then you go to the next step which is the next step you download the application with the job description and things like that in it.

Suzie: That's great.

Salena:I was gonna say; what do you feel about having expectations in there, so I recently used my little process for a client, who was looking to hire a trades person in their business and there was a decent sized business, but the section they were working with was reasonably small and it was still a family-owned business and so I've been trying to hire for eighteen months and I use my process and two weeks they had some money.

Salena: But I used the IU process, but then I also added in some things like are you looking for a stable family-run business where you're treated like a person not just a number because a lot of these trades people go to work for big corporations and they're just you know a person sorry they're just a number, they're just somebody to do a job, whereas their company was really big about you know family friendly and flexibility, they weren't paying the most amount of money not to say that they went hang a good wage. But they weren't paying the highest wage, but what they were offering was you know a nice place to work, where we actually care about you and when we put that in there, it became about finding the person who wasn't necessarily motivated all about the money. But wanted to work in that kind of environment.

Suzie: That's so smart yep you do want to know what the job rewards and one of the differentiators for the job, so you hit it right on the nail on the head, what we do is when people are unclear about what their ideal candidate looks like and the intangibles. We do a process for helping them understand the expectations. So you know what is going to be rewarded in the job, how are they going to know it's successful and something like what you shared is something that can go into the actual job description or advertisement and it attracts people that's really smart.

Salena: It's well, we're fine, tell me about how you helped somebody create that ideal candidate because quite often especially in retail you're thinking I just need someone on the sales floor or I just need someone to help me with my book work or I just need someone to help me with my social media.

Suzie: And actually I was just doing this on a call, I'm on the board of a non-profit and so I'm doing some complimentary coaching and I was actually talking to the shelter manager. So it's an animal shelter, no kill animal shelter and so I said what do you want to cover today and she says the same kind of situation where, she just needs to get somebody in the role and you know almost like I've got to get somebody on the shop floor kind of thing.

But she's not been able to get the right people and so we just had a conversation about I have a list of personal skills and you can go much more complex than this, but it could be very simple as I listed these personal skills which is assessment tool we used and we went through them, I said pick the top seven, what does this job require and then from there and then she was clear she said yes I definitely need I need empathy.

I need self-management, I need teamwork and then I gave her interview questions that match that, so that she's looking for those things. So it's just getting clear and having a conversation, I actually have some podcasts around it that self you know people can use on their own and also in my book on how to do it yourself without having a facilitator or coach it's just basically getting clear on what the ideal candidate looks like and it's oftentimes the things that people don't get clear on are the intangible things which is _ thanks.

Salena: You are the same, you start with the behavioral qualities rather than the actual physical skill set that they have.

Suzie: Yes most of the time everybody knows how to interview for that, that's one of the biggest mistakes that people make us they only look for background and experience and sake check you can do the job and then they bring them in and a lot of times they can't do the job. So it's how do I take it under the covers, how do I go look at the intangible things because we know what the background generally looks like, it's the intangibles and we think we can't interview for those. But we can we just need to have like I said the list I have a list in the book that helps people go through this list pick the top seven and that are important for your job and make sure you're looking for them and by the way here's some interview questions that match.

Salena: I like that what the name of the book.

Suzie: It's how to hire superior performers seventy best practices strategies and tips.

Salena: Okay well make sure we put a link to that in the show notes because it's probably a lot of people right now thinking I need those questions, but like you were saying you've also got some podcasts, so after the show I'll get that links to them, so if people want to just give _ do they want to get started, they can listen to those podcasts and maybe start sketching out this our ideal person that they're looking for.

Now, when it comes to hiring mistakes you're just talking about you know people hire for the skills. I just think about every corporate job I ever got interviewed for, it's the same five questions isn't it. It's you know why do you want this job? why do you want to work for this organization? tell us a time when bla bla bla you walk out and you feel like you know you can answer these questions. What's your strengths and what's your weaknesses all these really lame corporate questions so you laugh because you're great with me.

Suzie: Yes they are lame and they don't tell you anything and then people say what, and just like my coaching person, I was talking to today the shelter manager she was like I don't know how to ask these other questions you know sorry and I think I'm talking too much that was something she said. I think I'm talking too much during the interview; I don't know if you noticed that that sometimes the interviewers talk too much.

Salena: Yes, so tell me just a couple of the questions that you suggested your shelter manager could ask just some people getting idea.

Suzie: Yes, so one of the things I suggested she do one we came up with the ideal candidate profile and we did it in less than twenty minutes and so we didn't you know be labor it, but it's let's figure out what the intangible things are that you're looking for and there were things like teamwork, self-management, resiliency, because they have a chaotic environment and if they can't do all of that then they're not going to make it in the role and then we decided that she would do some pre-screening.

So she gets he's getting a lot of a lot of resumes, so now it's like instead of bringing all these people in let's do some pre-screening and on the pre-screening ask some of the physical things like the regular background things that are nuts and bolts that you would ask about the position and for that job there's a lot of lifting and so getting clear that they can do those basics you know pass that hurdle and the next questions that I asked and I actually have this that I can make available to the listeners are questions like this. They're a little bit more specific than tell me about your strengths and the tell me about a time when and there are five of them and I'll just go through them really quick and like I said we'll make sure there's a link or something.

So you can get this download with these questions on it, but what jobs if you enjoyed the most why please share specific examples of what you enjoyed it. What jobs have you enjoyed the least why please share specific examples of what you disliked. So when you're there and you're asking those questions you're listening thinking okay what are they saying they liked and what are those environments like and does it match my environment, you're getting to the intangibles and they're gonna have to say something about what they enjoy the least and if you're good interview and you're pressing for examples and asking for specifics you know not letting me off the hook with a light answer.

Actually saying tell me more about that. The next question, so that's two questions, the third one that I would suggest the very simple questions, but they tell you a lot give specific examples of past environments you worked best in. So you're coming back to what you already asked them. So here's another peeling of the onion or getting deeper into it and then the next question is give specific examples of past environments that did not work out well for you and then the last question is what kind of responsibilities would like you'd like to avoid in your next job. Why?

Salena: I like that one.

Suzie: So they're very simple and those aren't ones that match self-management resiliency and some of the personal skills that she needs for the job. But they're a good place to start, there general enough gives you a feel for the person and in a phone interview that can tell her she's asking everybody the same question that questions then she's getting a sense of who seems like the strong player, who's worked environments are talked about things that are similar to what this environment is gonna be like and you're asking the same question in different ways, so that you get to what things did not work, you're asking what did not work three different times.

Salena: And that doesn't have to be a negative thing like if you ask me that question, I would say something like I'm just thinking of my last corporate job ten years ago my boss never turned up to work and so as much as I am completely okay with being autonomous and being a leader, the fact that the parameters said that everything had to go through him was extremely frustrating to me because we get anything to move forward, we'd have to wait for it you know the one day a week. When he'd turn up because he'd never email, so it doesn't have to be a negative, it can't be a positive doe’s that make sense.

Suzie: And totally what you just told me is okay this is person who's an independent thinker she's probably a bit ultra-pleural, I'm it's the start of something you know because all these questions layer right and it's not meant to be negative, it's meant to be you're the interviewer, the person you're gonna hire is going to either fit the role or not fit the role you're trying to figure out if they fit, it's always a risk when you bring someone in.

So what you're trying to do is reduce the risk as much as possible, so the better the question is where you can find out more about them and what's happened in the past and the more you listen the more you're gonna you'll get a sit you'll know. I think there's not as much risk with Salena that we need to bring her on what she said she wanted to avoid and environments didn't work we're not like that, she's not gonna have a trouble around this intangible peace that we miss which is culture and environment and how you're gonna work and how things work.

Salena: In conversely, if your position was not a leadership position and you had a very strong lady you might think, so it's Lena sounds like she might butt heads with our current leader because this is not the role for her.

Suzie: you want you're looking for fit every single

Salena: I love it, okay so now that we have our person now, that we've gone through the process and we've picked out the person who looks like they're going to fit best, how do I go about motivating, now I need a new hire, but the people that you already have.

Suzie: They're the biggest thing that you can do, I have a little method that I've called the more motivation method and the M has its four letters acronym MORE and the first is just remembering that strengths matter motivators and strengths matter. So it's a just a big focus on realizing the power of observing someone strengths and reminding them of them.

So the one essential is three to one ratio Gallup Organization talks about this all the time, when you're working with someone three strengths to everyone course correction and if the end work if that balance if that gets out of balance and it's you know no strengths and I'm pounding on you every day for ten things you've done wrong at some point if you were redeemable in the role you're not going to make it. But if you can find three things that you can value and appreciate to be sincere about and then share a course correction to keep that ratio tight like that you will have a more energized and motivated workforce.

Salena: I like that and I was just thinking of something that came up just recently in our organization and it was about tracking time because I felt like we had all these tasks and I was sort of fluctuating between how they're getting done. I trust my team you know are they getting done or are they scribing off a little bit, you currently…

Suzie: When you are always wonder, you don’t know.

Salena: Because we all work remotely, but then I sat down and I had the conversation, I didn't say that I just said look I need to know how long things are taking you because the other side of the coin is am I giving them too much work and expecting too much because I'm not doing the task I don't know how long it takes. So do I have this expectation that something takes an hour when in actual fact it takes an hour and a half, I don't know, I have never done it before and my team like that would be awesome.

If we could track our time because the same thing sometimes you do something and you think it takes an hour and it only took twenty minutes or sometimes you're so involved in something that you think you've been there for half an hour and two hours later you put your head up and you go for a cup of tea and so they were actually really excited about tracking time because the whole team as a whole is.

Suzie: Am with you.

Salena: As a whole we can start to focus more on who's better at certain tasks or how we structure our weeks maybe we just need to add more time to podcast production or you need to add more time to graphic design and we can start to structure everything. So in my head, I was like oh I don't know how I'm going to put these across that makes it not sound like I'm you know the evil witch. But when I when I say to them I just want to make sure that when I'm not overloading you and that we are getting the most out of the time that you're here for, they were really excited about it.

Suzie: So it wasn't really a course correction it was something we're doing together and that's evidence of you've already you know built the bank account of appreciation and value, I mean so often times they say you know seventy-five percent of the workforce does not feel valued. So and people think in their heads to value, I appreciate that or they take it for granted one of the two and the people that are working for us don't always hear it, so that's the way I think the three to one ratio matters because then when you have to get off of that ratio you've built an account of trust and they know that you value them and so when there are a lot of course corrections it's they're not depleted. they're not knocked down, if people say; if they get to use their strengths on the job every day there's six times more likely to be excited about their work.

Salena: I love that.

Suzie: So if you're acknowledging their strengths and then they're doing them on their job to your point about you can maybe you can move some tasks around. they're going to be more engaged.

Salena: Do you know what ended up being, when we talked about it they were doing more than I asked. They were going above and beyond, but they did it without having to tell me they were like well when I did this I saw that this needed to be done and this need to be done. So I just went ahead and did it. But I didn't know that so, it was actually a really lovely exercise to talk about it because I don't want people working more than they're getting paid for you know you get paid for a certain number of hours each week and I don't expect people to work more than that, but they were you know they were invested and they were like a whole fine I just ended up doing this this and this. So the actual tasks that I thought they were doing they were doing more and I was like well it's been fabulous. So let's just rearrange everything, so that you can continue to do that because clearly you've got enjoyment out of it and like you said with these three strengths if you can find things that people are good at and you cannot indulge them, but you can let them use that that creativity or the strength that they really great at they're really excited to come to work every day they feel like they're loved and they're needed and they're respected and they're wanted.

Suzie Yes and you know the research says that three out of four adults if you ask them to name their strengths can't name them and they're not using them on the job every day. So as a leader whether you're managing two people or people you know whatever it is if you can be someone who's on the hunt for the strengths.

Not saying that you are not going to be talking about difficulties and blind spots and thing that aren't working. But if you could become oriented towards looking at what's right in a person and help them see it. Because three out of four adults can't name their strengths and they are not using them on the job every day. And if the statistics is true and I believe it is. Hey if I get to use my strengths, I'm six times more productive. We as leaders need to help these adults who work for us, know what their strengths are by communicating what we see. You did this really well, you are really good at this. I can remember I was working for a big software company, I did not like my boss at all. She was an anti-example which was being great for future life. But one thing she did give me one day, she told me, she said I had gotten up in front of a group and was really way beyond what I was supposed to be doing. But I didn't know that it just happened. Anyway, she said to me how did you become such a good facilitator. And I looked at her, this boss I did not like. She was reflecting to me this one good thing that I heard from her. And it was right that's what I do today, I'm a facilitator. And so she was seeing something in me I did not see. And I've remembered that, that was 20 years ago. So we see things in people we need to just express it and help them see it and understand it. There is a business result to that as well as a humane honourable leadership thing to do. People who employees if you get a unit of 25 people who are working on a team if those people they use their strengths on the job every day, they are going to have 44% higher customer service scores and they are going to be 38% more productive. That's a gallop survey where they actually interview millions of employees.

Salena I always have said everybody has a super power. And I bring it back to this one guy that I met in an organization and he was a pallet wrapper. So he puts the plastic wrap around the pallet. Sounds like the most mundane job in the world. It was like he was dancing when he did it. I wished I could have filmed it. He was so excited. He wasn't necessarily this modest person in the world. But the company told me that since they'd hired him, their transit loss went down so significantly. He was worth tens of thousands of dollars to them Be he really enjoyed it.

Suzie: There you go see he was doing the strength, there was something about the activity and the production and the movement that totally lined him up. ANd there are ways that you can assess for that. But you can't just as a leader look for somebody doing something well. My very much dislike leader, the leader I did not like very much could see. She wasn't a great leader but she could see she is a good facilitator and she happened to tell me. That's all it takes. You have to be oriented in the moment as to what are they doing really well and valuing it.

 

Salena:  Okay, and for motivating matters what is the O for?
Suzie: O is talking about observing. So observe yourself. So if you are one of those adults who cannot name and list your strengths with ease, observe what gets you energized. What puts gas into your tanks. If you are a leader leading other people, observe the guy doing the pallet wrapping and say, man, that is like art. If you are on the hunt for strengths and you are looking for that, you will see that and then express it. So it's basically just simple things. Just observe yourself and others in action and make it known what gets you motivated, what gets you excited. I think if a quick story I was meeting with a guy, his name is Dillon and we were in his office. It was in Atlanta Georgia which is where I am, you can hear the southern accent. And he had done an assessment on his top motivators and we were in his office and he was distracted while we were getting started. And he kept looking over my shoulder, and I said, Dillon, what are you looking at. And there was a lady in the parking lot who could not get her car started. Her alarm was going off, she was stressed. You could see there was stress and he was watching her and distracted. And I said Dillon do you want to go out there and helped her. And he hopped up, his energy immediately changed. And he said yes, absolutely. So he ran out there and helped her. What I knew was that he had just taken an assessment that revealed that his top driver, the thing that puts gas in his tank, therefore one of his greatest strengths, is altruistic being of service. So he is a mini Mother Theresa. He wants to go serve people. And so he went out and did that thing. It took ten minutes, he came back. You could see he was refreshed, he was ready to focus and it was a great example of Dillon, this si one of your greatest strengths.

Salena: He's going to be great in customer service, isn't he?

Suzie: Yes, and he was the head of customer service.

Salena: Oh that's fantastic.

Suzie: So it totally fit but he was not aware that, that was a real thing until you actually see it and somebody says, you are in the right place doing the right things. So just observe list and then use your strengths every day.

 

Salena:  Okay so now we are on...

Suzie: Refuel daily and check your blind spots. So once you know what your greatest strengths are and what your team of people working for you greatest strengths are.Encourage them and yourself to refuel daily. So 1% a day and at 70 days you are twice improved. So if you love to serve and you are in a job where you are not able to serve, where can you find ways to do more of that every day? If you love to lead, how can you find ways to do more of that every day. Whatever your greatest strengths are, do more of them every day. And 1% a day is only 15 minutes. If you can do 15 minutes a day to refuel your tank then you will be more motivated. And you can do the same for your team. Give them small tasks, if you can't change their job but you realize they are really good at something, give them those tasks to do that. There are opportunities to do that. Let's say you found out somebody is very high altruistic but their job is accounting. Well, when you have the united way or some kind of soup kitchen something or a shelter something that you are going to donate money to, have them run that. Just find ways to help people refuel.

 

Salena:  I like that, one of the things I suggest for retailers, especially your independent retailers, who they already have a small team is, if you have that creative person, let them do your photos for social media. Or let them do the shop windows or let them do a display, whatever it is. But I find the photos for social media because the people who run the business tend to be quite logical. Taking photos, not my forte, whereas there is always going to be a person in your team who loves doing that as a hobby. So letting them do that just for 5 minutes even makes them so happy.

 

Suzie: Yes so it all comes back to that first thing in the MOR which is motivators and strengths matter. If you don't embrace that, that very simple statement, that hey, this matters. This will make a difference in my business. They do not need to be like me and I do not need to be like them. So how can I make sure I know what theirs are then help them use them every day. You are in a good place. You are going to have more engagement, less drama, more commitment.

Salena:  Can I just say that this is where I believe that independent stores are in such a better position to big bucks than chain stores. Because when you get hired at a big buck store. Say you get hired at K-mart or you get hired at Target. You've got a job, that's it. You don't get to do anything else. You just might be on the checkouts or go and hang the clothes. Be the that puts the clothes back out on the rack. And those organizations don't to be able to see all these things you just talked about. They don't see that actually somebody has a flair for displays or somebody has a flair for taking photos. Whereas when you are independent you can see that because you are there. You are in the moment and you can hear the conversations.

Suzie: You are closer with them.

Salena: And you can leverage their skill to grow your business but in the process, you are growing them as well. And that to me is one of the things so dear to my heart, that you have as an independent store over all of those big buck stores.

Suzie:  Yeah, that is so true. And when I think about my favourite independent stores, there is that personal personality in each store. And so if you have somebody who is really friendly there. I think of one store that I go to on the weekends. ANd I know who is going to greet me and I know who is going to do the details. You can tell they are doing their strengths. And it's more personal and it's very intrinsic and you want to go back. It's way better than any of the big buck stores.

Salena: Fantastic. Okay, so far we have motivation matter, you are going to be observing yourself and others. You are going to refuel daily, what is the E for

 

Suzie: An E is to embrace differences. And that is we know what our own strengths are. It's realizing, and this is something that is subtle but it's big. We often think well, I'm really good at X. And sometimes we want to other people to be good at the same thing we are good at. Because we think that... we are obviously proud of what we are good at. So we kind of want everyone else to be good at it. But we need to just really understand that there are different strengths. And to be able to value the differences. That's where we get conflict on a team. SO someone is very expressive and artistic and then let's say I'm very logical. And then how can we work together. Well, if I embrace your artistic side and you can embrace my logic side and see the value in each other, we can overcome or work through the conflict and bring both of those views to the table. Have a good discussion. It may be different but it will be open and honest and each person will feel valued and have a better decision making and a better team.

Salena:  Do you find that's one of the big hire mistakes because people hire people like them.

Suzie: Yes, that's we have always wanted people to be very clear of what they are looking for in the job. And so we talk about what does the job need? If this doesn't happen on the job,, will the job fail? And it's often times not who we are. And the problem when you don't have an ideal profile like that, it advances. You need somebody who is really nice and you think oh, she is so nice.

Salena: The nice factor.

Suzie: Oh, she is so nice or maybe they are not so nice but they are just like you. Which could be nice of course. But you see yourself and you say, oh. So that's one of the biggest mistakes is we have bias and we are not aware of our bias. We have bias around colleges, at workplaces and environments. And we make assumptions that may or may not be true. And so if we aren't really clear at what the job needs, then we could end up with someone who is really, really nice but can't really do the job or won't do the job. I have a little talk that I do and a little handout that is actually on my website. Dodge the dud pick the winners. And the dud is not a dud as a human. It's a dud in the job. And the dud often times is picking somebody just like me.

Salena: I've done that. I did that the first time and then afterward I was very, very...not that that person wasn't great. She was lovely. She did her job. But she did the same job I did which is not what I needed. And the people on my team get hired. One of those Ae you questions, I put something in there about attention to detail. I think the question I had on the last one was,, are you the kind of person who notices when furniture is being moved. Not everybody notices that. And I am a very big picture person. I am one 3%, 100% day. I am the massive big picture person. And I need people around me that will take my vision and actually put it into practice.

Suzie: Yes and that's part of embracing differences. So you know that so you are embracing the difference. Because when you are working with someone who is doing all the details, there is going to be a difference. They could get aggravated with you, you could get aggravated with them. But if you are the person who is embracing strengths and understanding the research around the value of strengths and motivation and that others are driven differently, then you are embracing differences and you have this powerful team.

Salena: And that's how you grow. My husband is the same. I am big picture and he is really great. He gets the big picture but then he says the detail. He's maybe not a complete...33:38 but he does see the detail. And sometimes I'll be all enthusiastic about my latest project. And he would be like, that's fantastic and he lets me have it for about an hour. ANd then he comes back and he says, but how are we gonna do this?

Suzie: Yea, have you thought about this and this?
Salena: Maybe it's not as great as I first thought.

Suzie: Yeah, it's all statement. One person's crazy is another person's refreshing.

Salena Yeah, I like that, I like that. It seems crazy.

Suzie: You are having big visions you know. But for you it's like yes! And then somebody else is like love and doing all the detail on the spreadsheet. You are like oh...

Salena: Oh, that would drive me insane.

Suzie: Yeah, one person's crazy is another person's refreshing.

Salena: Yes, I fired accounting the first time I get accounting but my bookkeeper gets, he was hired on you will need to remind me at least three times to send you through my paper work because... And I said to him, just adjust your pricing to put that in their. Because you will, you will have to remind me at least three times.

Suzie: Because you know your strengths and you know what your So my bounce buddies maybe a little and you want to make sure somebody covers that.

Salena: Yes, I know it's going to cost me. It might cost me a little extra. But I know if I don't pay them to do it, then my tax doesn't get done.

Suzie: Yeah, there we go.

Salena: Alright, so you have given us some amazing information. If there was one thing that you could say to people when it comes to either hiring or motivating the team that they already have. What would it be? What would be the one thing that if you could take this little nugget away and put it in place, what would you share?

Suzie:  I'd say for hire make sure you always know what you are looking for in a job before you start interviewing. And that's more than just what the tangible things are like; background and experience. Figure out what the intangibles are and be very clear before you talk to the first person. Because it will affect everything you do. That's one of the biggest mistakes people make.

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Salena: I am all onboard with that. Now tell us about this, your favourite store. The one you were talking about earlier. Everybody is thinking what is the name of this store.

Suzie: Oh it's so wonderful. I live in Georgia and we live in Marietta during the week which is down in Atlanta. And then on the weekends, we go up to North George Mountains. And we have a place up there and there is a store on Mainstreet in Jasper. It is called Coco's Cottage. And they are just so charming. It's a husband and wife. And every time I go in there, I think oh, I don't need anything. And then I walk out with like $800 worth of stuff. Like I didn't need anything. But they just have good products. They have good clothing and good taste. And then she is excited about everything, not in a salesy way but in a, oh, this is really hot this year. Everybody, I can't keep this on the shelf. I am a sucker for that. I go, what, what's really hot? What's new? And then they always remember me. They always say, oh, how are you doing? How is your husband? They always remember something we talked about him. And I don't go that often because I don't always have time to go over there. They always remember me. They are very pleasant. And I noticed that everybody; it's a little mountain community. Everybody kind of cycle through their store because they are so pleasant. You would see people coming in, hey, and I'm blanking on their name right this moment. But I do know they are John and I'm blanking on her name. But everyone knows them. It's just like it's more than just a shopping experience. It's a little family get together. It's very nice.

Salena:  So they've built that customer experience and it's not artificial. They are just genuinely excited to sell the products that they sell and to have you in their store.

Suzie: Yes, and she'll say, oh you have to see. I thought of you when I saw this. Look at this necklace. And then you tell me that you speak, this might be a good thing right here. It's like I'm just walking along saying okay, yeah, let me try this. Okay, yes put this in the carryon, I'll take that home. So I really, really love that. I was thinking about another good experience at a big buck which was recently. I didn't have any time. I needed an outfit for an even, cocktaily thing. And I didn't have anything. And I remember in this big buck store, it's something that they do very well in this wonderful small store is listen. So in that store, that big buck store she listened to what I said and she went and found it.. So when everyone is really busy, and then someone will ask, listens and then look for it, that's like A plus in my book.

Bio

Suzie Price is a professional facilitator, consultant, coach and author. Priceless Professional Development, a Talent Management firm was started in 2004. Suzie lives in the Greater Atlanta area in Georgia, USA.

Suzie graduated from the University of South Carolina and started her corporate career in 1986 at NCR Corporation. That led to other corporate moves in operations, human resources and training for great companies, like: State Farm Insurance, Oracle Corporation and Right Management Consulting.

Over the years she's acquired certifications that deepen her understanding of life, people, leadership, sales and teams, and help her be a better facilitator and consultant:

  • Certified in the Bates Executive Presence Index (ExPI™)
  • Affiliate Certified Axiological Practitioner (CAP)
  • Certified Professional Facilitator (CPF)
  • Certified Professional Behavior Analyst (CPBA)
  • Certified Professional Motivators Analyst (CPMA)
  • Certified TriMetrixHD Analyst  (CPHDA)
  • Certified Instructor of Customer Oriented Selling
  • Competent Communicator - Toastmasters

“Each week I interview industry and thought leaders for their take on business and life”

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