Transcript 0:00 Talk to me. Information, news, and entertainment on demand. WS Radio.com. 0:10 [upbeat music] Welcome to The Peggy Smedley Show, the voice of IoT in our connected world, with your host, Peggy Smedley. [upbeat music] Hello, listeners, and welcome back to The Peggy Smedley Show. 0:26 My final guest today has been on the show before, and he is a graduate of the distinguished West Point. 0:32 Post Army, he joined a medical device manufacturer where his team introduced game-changing products that have refined how paramedics handle patients in emergency situations throughout, uh, the developed world. 0:45 After retirement, he has taken on the role of investor and author, so please welcome back Gary Borden, author of Commanding Excellence. Gary, welcome back to the show. Well, thank you, Peggy. I'm glad to be here. 0:59 Appreciate it. S-so Gary, it's exciting. You have a great new book, and let's talk about it. What are some of the things you've got going here? 1:06 And, uh, I think what I love the best is, uh, what are some of the ways you're trying to help, uh, employees optimize, eh, selection. I think that's always great when we can try to figure out ways. 1:17 Uh, let's talk a little bit about the book and what you're trying to do to help, uh, employees, you know, that employee optimization selection. Yeah. I think, uh, doing some consulting and contin... 1:28 and writing the book and writing up a whole bunch of articles. 1:30 But, uh, you know, in optimizing that selection process from an employer standpoint, really one of the keys is to understand the type of people that you want. 1:39 So it, it's not just the experience, it's not just the information that's on the resume, but how will they fit inside your organization? What kind of motivat-- what motivates them? 1:50 Is, is the kind of motivation that drives folks in your organization gonna be what drives a new employee or a prospective new employee? What innate skills and talents that do they have? 2:01 And, you know, on that innate skill and talent piece, it may not come out of the resume. It may not come out of the, the, uh, coursework they did in school or the previous experiences that they've had, you know. 2:12 But if you have a way to measure that, that is, and somehow, in some way statistically validated, and there are a number of organizations out there that, uh, offer that, then it can really help optimize your selection process and get the kind of people on your team that you want to have that are gonna drive your organization forward. 2:32 So it's an interesting point that you make. Is that changing now based on the age? You know, we've had the m- millennials. We have now, I don't know if it's Generation Y. We have an older population. 2:44 We have a lot of different age gaps working together. 2:47 So when you talk about it's not just experience, it's, it's what motivates, is that innate skills, the skill level is really different and, and that motivation about someone, you know, technology, some have that, that experience, years on the job. 3:03 So is it that optimizing that employee really different based on their knowledge and, and their, uh, that ability to what they want at the job? Yeah. It, well, it's a great question. It's based on a number of things. 3:17 One is it certainly it's based on the, the talent that they bring to the equation. It's also, uh, to some degree, based on the job that you're hiring folks to. 3:25 If it's a very complex technical role that, uh, a, a great deal of experience in that type of role will, will come in handy, will, will pay great dividends, well, then, then experience is, is quite important there. 3:37 If it's not that complex of a role or it's an emerging technology where nobody has clear levels of experience in it, then the talent is going to rule. 3:46 And, uh, so generally, the more complex the role, the more important the experience component is. 3:52 Uh, the more simple the role, and, you know, simple maybe is not the right term, but the more straightforward the role, uh, the more talent comes into the equation. 3:59 In the long run, though, you know, if you look at the, the span of a career, if somebody, you know, comes in and you expect them to be in the organization five, ten, fifteen years, talent rules. 4:10 And, uh, bringing the right talent into your organization, regardless of what age or what, uh, um, other background the person might have, you know, you may find a fifty-five-year-old that's the most talented person you've ever interviewed for a particular role. 4:23 Well, hire 'em. Uh, on, you know, on the other side, you might find a twenty-five-year-old that, that fits that talent profile. It, it, it's not age-specific. 4:31 It's, uh, it's specific to the individual and to the kind of r-role that you're wanting to put them into. So that's a great point. So then when you look at this, what is the advice that you give? 4:41 Because when you think about that, if it's not about age, it's not about talent, how do you inspire that passion that needs to bring an organization to life? 4:52 Because you have lots of different individuals then to bring the best people so that the organization is performing at its peak. Yeah. 5:01 I think one of the keys to inspiring an organization to achieve exceptional results is to have an absolute clarity of purpose. What are we here to do? 5:12 Define what is important, what is most important, and critically, define what is not very important inside the organization, and then measure it and empower people with the authority, responsibility, and accountability at the lowest level possible to make that purpose come to life. 5:32 Now, m-measure what those things that are gonna drive the organization toward achievement of the purpose and give the people the tools and flexibility and responsibility and, and accountability to make it happen. 5:46 So do we have teams then that when you get that, that clarity of performance, you know, are there things that we can be able to get our teams to outperform on a regular basis? 5:56 'Cause, you know, most of the times we're complaining that we can't get our teams to perform at their best. You know, we're not getting excellent teams. We're always dissatisfied. I don't wanna say always. 6:06 That's a terrible thing to say. We're not getting the performance we want. How do we get them to perform consistently at the level that we need and require?Yeah. 6:16 The best teams will typically have a strong mix of different talents. You know, it's the diversity equation applied to human, uh, human innate capabilities and whatnot. 6:29 So it, you know, race, color, creed are important differentiators, but if you're looking for a top-performing team, some of the key differentiators are also, you know, I, I need a, I need a mix of all the, the basic, um, powerful talents that lead an organization to succeed, and you want that mix. 6:48 And it doesn't matter, you know, where, where it, where it comes from inside your t- inside a team, but the, the ones with the best mix are normally the most, the most successful. They establish a... 6:58 get a leadership with, um, the ability to inspire purpose, passion, and ingenuity in the team, stabilize the team, so they get a chance to know each other, to care for each other, to over time, as they get a... 7:11 If, if they're in a difficult endeavor, and they succeed in that, or they, uh, uh, or they come together to fail or succeed together, they're gonna develop a sense of camaraderie and, uh, uh, you know, over the long run, a sense of love between each other. 7:25 Make sure the roles and goals are clear, and just all, you know, over time, with stability, talent, purpose, and passion, you'll build that camaraderie and mutual respect, and those teams will outperform. 7:38 You take a look at the New England Patriots as an example. I don't know if any of your folks are football fans, but why do they consistently outperform the other teams in the NFL? 7:48 And if you look at these elements, it's what they have. You're saying it's not money? They don't pay those guys a lot of money in football, you know? [laughs] I'm kidding. 7:57 Money is a part of the equation, uh, but successful teams, uh, tend to be ones that, uh, you know, whether it's in business or in sports or whatever, they're gonna get paid good money. So is there, like, this... 8:10 Is there certain keys to getting that engagement? You just said it's purpose, passion, ingenuity. Is there certain other elements that get these teams to say, "We're going to work..." You, you described love. 8:22 You described that they have this purpose together, but what... Are there some things that say, "This is what's gonna get our team to work really well together"? 8:32 Um, you know, teams are compo-composed of collections of individuals, and if you have a leadership within the team, and that leadership could come from the members of the team or the leader of the team or ideally both, but if, if it's organized in a fashion so that you understand the strengths and weaknesses of the people that are on the team and the, the leader or the team itself gives those folks, gives every member of that team the chance to do those things that they do best as a member of the team each and every day, then they will achieve a phenomenal success. 9:14 Well, Gary, we are out of time. Where can our listeners go to your website a- to get your book and all the other things that you're talking about? 9:21 Yeah, you can look, uh, my website is www.i, like iPod, igarymorton.com, and the book's available at Barnes & Noble stores all over the country, at, at Amazon, and, uh, you know, through iBooks, and, uh, and all the, uh... 9:35 It's also got an audiobook version at Audible- Well- -and Amazon. [upbeat music] Gary, I thank you so much. You can look for Gary's book, Commanding Excellence. We appreciate you joining us again. 9:45 Thank you so much, Gary. All right, listeners. Okay. Thank you. We're out of time. So you know what? We broadcast live every Tuesday, twelve PM, noon Central. Thanks for listening. 9:56 As always, this is The Peggy Smedley Show, the podcasting voice of IoT and relevant technology. Have a great week. 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