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