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Human Resources Today

It Wasn't The Plan

Ask any 6 year old about their dreams or what they want to be when they grow up.

None will say, “I want to be homeless, begging for money, and addicted to drugs.”

Yet... that’s reality for some people.

It wasn't the plan.

What was your plan? Was it your plan to…

  • Have your business be basically the same size it was 25 years ago?
  • Still be responding to texts, emails, and phone calls on evenings and weekends?
  • Be in a business partnership that is frustrating, stressful, and/or abusive?
  • Still have so many bad habits that hurt your effectiveness as a leader?

None of us defined any of the areas above as a goal we wanted to achieve in life. I'm sure each of you have some other regrets you could add to this list.

How do we initiate a turning point in our lives so WE NEVER GO BACK again to the bad habits that are currently holding us down?

We each need a plan that builds on our strengths, overcomes our weaknesses, and enables us to experience the fulfillment of being our best.

The starting point

If you are a leader, then I suggest the place to start is twofold:

#1 – Get an accountability partner or professional coach. Someone who helps you set clear, meaningful goals, not let you fool them with excuses, challenges you candidly, and respectfully holds you accountable.

#2 – Get certified. We are about to start our second and final 2018 class of Certified LEADER. This is 24 weeks, alternating live online training and 1:1 coaching with me. (You get coaching and an accountability partner in one!)

NOTE: Our current Certified LEADER class that started in January was oversold, so we are currently doing two group classes. 

Learn more and sign-up at Space is limited because I only have so many hours each week for coaching.

I have had owners, top executives, and plenty of mid-level and new managers participate. All of them have been hungry to learn how to be a great leader and willing to work on their bad habits.

If you look at our Certified LEADER page and still are wondering whether it is right for you or one of your managers, then just email us or click here to schedule time to talk about it.

What is your plan?

If you feel stuck, or stagnant, and if you have felt this way for quite some time, you need to make a change. The good news is you are not alone, a lot of leaders are in the same situation.

However, that is not really good news for you or the world. Refuse to maintain your status quo, and make a choice.

Your clock is ticking and time is passing that you will never have again.


7 Things I learned from running and selling my business

Last week I received an email from a friend, Brad Wilson of IRIS Solutions, telling me they had just finalized the sale of their business and told their employees.

I asked him if he had any business lessons to share. He had this to say:

"You know David, that's a good question. Over the years I have juggled multiple roles, including Tech, Supervisor, Manager, Engineer, and Business Owner. I should also include Business Partner in that list.

After 17 years at IRIS, I probably have a hundred business lessons I could share with you. At the moment, however, there are a few that stand out.

Here are the 7 most important things I have learned during this process:

1. Hire for what you don't know

I am a good tech. I can adapt to changing situations. I develop reliable, scalable solutions that positively impact our clients. I am comfortable and effective in pre-sales. However, I am sort of limited when it comes to marketing, employee goals and plans, business accounting, and knowing the best way to operate efficiently.

A good MSP business can make money. We can make it by quoting one price and performing the task for less. Often we are able to do tasks for a consistent ~X% of quoted price. When you make money, you can sustain the growth of the business.

Yet each jump in sales adds to the level of complexity. I learned I needed outside counsel to meet the growing needs of our business. I was fortunate enough to be able to hire some excellent consultants to help.

In this order I would recommend the following types of consultants (with a shout-out to the ones we worked with):

  • Efficiency and Operations - You need someone to help you build a standardized process using your tools to make you the most efficient way possible. Sea Level Ops was our go-to in this area. They have MSP service delivery down cold. 
  • HR and Employee Productivity - Don't think that employees will just blindly follow you. They leave each day knowing they have a job to come back to. You need to have them leaving each day hungry to achieve their goals. MANAGEtoWIN was an essential ingredient to our success in engaging our people. 
  • Marketing - Simply put, hire somebody internally that you trust to do the work who has the experience, or outsource it. Don’t try to learn this portion of your business. You can do it but you don't want to learn a skill where you are not able to maximize your time. 
  • An Ethical Accountant - They can prepare tax returns for you, but it is your name on the bottom line. 

2. Focus on the business and the goals.

My goal was always to grow the business, but there is more to it than that. I thought for a long time that growing meant signing more clients. In reality, growing the top line is not as important as increasing the bottom line. The last full year before we sold the business we jumped 9% in profits. We did this because we created goals that were based around efficiency and not just more clients. We became a better company because we stopped chasing our tails.

We learned to create goals for the company from the top level, and make sure each individual has goals that support the company goals. 

3. Not everyone is going to have an ownership culture

Try as you might you are an owner and you look at things differently. If a potential client calls in at 3PM on a Friday, you think about how to capture the revenue. Employees typically think about how to capture the revenue on Monday. It is the nature of the game.

You have to learn how to promote the company brand in such a manner that allows employees to have an impact. To do this, we created a group bonus based on service revenue. Another option is to create profit-based goals.

Good employees are easy to come by, while great employees are hard to find. But all employees can be motivated to support your business if they are incentivized properly.

Extra tip: Build goals for each person that they can see their career path.

4. Learn to ask questions and listen, not direct and expect

My biggest lesson was that not all people think like me. I was expecting them to be my clones, a kind of “Mini-Me,” and then was disappointed when they were not.

Now I have learned each person has behavioral patterns that they follow based on habits and values. We have learned how to work with people differently based on their profiles, particularly in the way we communicate through written, verbal or non-verbal language.

If you have not taken a MANAGEtoWIN Talent Assessment, stop reading right now, do not pass go and do not collect $200. You can email Dave for a free one. Just go get this test and take it, and consider having each of your employees take it too. The assesments were extremely helpful in helping me learn this particular lesson.

We had a team discussion a few weeks back where a junior supervisor said to another employee, "Well, just tell me how to tell you when you make a mistake."

I just stopped him cold, because it was obvious he had not studied the employee's assessment summary report MANAGEtoWIN provides. If he had, then he would have seen the statements highlighted by the employee to explain their communication preferences.

The supervisor took a step back from the conversation and studied the employee's assessment summary. He learned that the employee in question communicates well when he is presented with questions or comments in advance of a conversation.

The result? The two of them agreed to meet in two days. The supervisor said he wanted to discuss five specific things. He gave the tech time to review the material and formulate a response. When they had the meeting the tech was able to articulate clearly what he was thinking.

5. Learn to love the Metrics

How can you expect a tech on the help desk to go faster if he does not have a goal? How can you expect an inside salesperson to sell to more clients without some type of measurement?

You should learn to love the metrics of your business so you can effectively influence the others around you. Of course, we all want more, but sometimes more can never be reached, or at least not today. If you want the help desk to move faster, they can, but does that really help if they start to miss items?

A popular metric in our business is "time to touch" and "first touch resolution." We have metrics for these items and when they start to fall out of standards we find out why. If we exceed standards we might have Whiskey Wednesdays at the end of a business day. 

Just wanting more always leaves you wanting more, but it doesn’t change things. Setting a clear, measurable goal and achieving it is how you get there. Recognizing success as a team is fun and encourages more success. 

6. You need a backup for your backup

NOPE, not data backup. You need to recognize your key positions and have backup plans for them.

You need to learn what the different functions of your business are and how each person can do them. If you are large enough (>10 people) you will have attrition. When people leave there will be a gap in the work that they were doing. You need to plan on them leaving and who can fill their shoes.

In reality you can probably do the job yourself, but you should be focus on running the business not doing all the task work. Spreading yourself thin is not scalable.

I learned this the hard way when our senior project manager had a death in the family and for two weeks I had to fill in. Nobody else could do the work because they were not trained in the process.

You should know how to do most all the roles inside of the company and as you grow you hire people to do them for you. Just keep in mind that you should have some cross training to confirm more than one person can do any role. Otherwise in a crisis you have to carry too much on your own.

7. The business acquisition process is complicated

The process of selling our business was long and complicated. You should reach out to a business advisor.

There are firms who specialize in seller and buyer representation and you need someone in your corner. Our purchase agreement had over 65+ pages of legal-ease and, to me, it read like gibberish. I could much easier understand PowerShell scripting.

We worked with George Sierchio at Cogent Growth Partners. I would recommend them to anyone.


It’s been a good run.  I’m very thankful to Chris, my business partner; Sarah, our CFO; every person who works at IRIS Solutions, and those who have worked for us in the past."


Leadership is a choice between two roads

Decades ago the poet Robert Frost wrote a wonderful poem, The Road Not Taken. It begins by describing a choice a traveler must make when faced with a fork in the road. Frost’s poem begins with:

Two roads diverged in a yellow wood,

And sorry I could not travel both

It's a wonderful poem, and it illustrates an important type of choice presented to every leader. Namely, to stick with a well-worn path, or try something different. As the key decision makers, we move from one “fork in road” to the next every day. 

Leadership is all about decisions.

One challenge, and often the most seductive fork in the road, is choosing between reacting or responding to information.

Both a reaction and a response are normal, but which is more productive?

It depends on the situation.


Reactions occur quickly, often instinctively, with limited prior thought or consideration of consequences. If we are not careful, many of us have emotionally-fueled reactions based on wounds, rather than chiseled wisdom.

We come to a “fork in the road” that requires a decision and we instantly make a choice.

The resulting joy or pain from our choice affects our relationships, productivity, and profits.


In contrast, responses are reactions delayed so information can be processed. 

A leader delays words or actions to ask questions, gather facts, consider the nuances of the situation, and formulate a choice of the best path to take at a fork in the road.

Knowing the difference

Reacting often leads to mistakes based on assumptions. In contrast, responses connect past, present, and future data to validate or replace assumptions. The result is often a much better road to travel.

Be especially wary of stubbornness or what can be called “strongholds". These are situations where we allow partial-truths to embed themselves in our brain as habitual reactions to certain types of situations and people. 

Strongholds lock us in, blind us to the truth, and emotionally force us to choose the wrong road.

Our true destinations can only be reached when we develop good habits that give us balance in life, such as owning our own mistakes and weaknesses. 


Are you reacting to problems or responding to them? Usually when I pose the same question to a leader, they already know the answer.

If you're not sure, here's a few examples. Ask yourself, are you trying to:

  1. Be a role model by sacrificing integrity, taking shortcuts, and rushing every decision?
  2. Build someone up by tearing them down?
  3. Heal wounds by being judgmental, bearing grudges, and seeking revenge?
  4. Serve others by focusing primarily on your own wants?
  5. Consistently be your best when you are mostly spontaneous?
  6. Experience deep meaning by being led by your desires rather than serving a cause greater than yourself?
  7. Develop relationships and commitment through hate and/or neglect?

This is a "Road of Reactions", all too often chosen by leaders unaware of their bad habits. This leads to a lot of unnecessary drama, lost productivity, wasted time, millions in losses, stress, and other damage.

I encourage you to take the “Road Not Taken” by most leaders. Develop habits of wisdom chiseled through your life experiences. Whenever a problem or a crisis rears its head, take some time to think critically about the situation as a whole. Only then will you choose the “Road of Responses” more often and reach your desired destinations easier, faster, and in more fulfilling ways.

The Road Not Taken by Robert Frost in its entirety is:

Two roads diverged in a yellow wood,

And sorry I could not travel both

And be one traveler, long I stood

And looked down one as far as I could

To where it bent in the undergrowth;


Then took the other, as just as fair,

And having perhaps the better claim,

Because it was grassy and wanted wear;

Though as for that the passing there

Had worn them really about the same,


And both that morning equally lay

In leaves no step had trodden black.

Oh, I kept the first for another day!

Yet knowing how way leads on to way,

I doubted if I should ever come back.


I shall be telling this with a sigh

Somewhere ages and ages hence:

Two roads diverged in a wood, and I—

I took the one less traveled by,

And that has made all the difference.

You are choosing one road or the other constantly every day.

The question is: Are you choosing to respond calmly and reasonably, or are you reacting based on bad habits?


A Simple Exercise to Measure Your Strengths and Weaknesses

Do you want a real assessment of your performance?

Here is a simple exercise to get a glimpse of your current leadership strengths, weaknesses, and impact of your company culture. It takes less than 5 minutes.

First, jot down each list by hand, on your mobile device, computer, or print this and fill-in the blanks.

What are the 7 most important “things” one employee – a superstar, average, or struggling team member - wants from you, her/his manager, and/or your company, listed in order of priority?

List them below in order of priority. Place an "X" next to the frequency each one typically occurs.

Although they may share similar desires, each employee probably wants different things. When you focus on one person, it helps you consider how best to engage that individual. If you prefer, make a list for all of your direct reports, everyone on a team, or all employees in a group.

Now, flip the equation

How are you, their manager, and/or your company, fully engaging this individual or group of employees in a meaningful career?

List the 7 most important things you do for them in order of priority. Place an "X" next to the frequency each one typically occurs.

What are we looking for?

HOW you are engaging employees is equal to or greater than WHAT they want from their boss/employer.

In order for this to work, you need to remove all of your assumptions about how engaged your people are and list the real ways you, your leaders, and company are meeting their work-related needs.

Now, find out if your lists are correct

Your lists are probably inaccurate, but don't worry, there's a simple way to check. Simply ask the employee or group of employees to do the same exercise.

Do NOT share with them the two lists you wrote above before they write their own versions.

Ask them: What are the 7 most important “things” you want from me, your manager and/or our company, listed in order of priority?

Again, flip the equation

How am I, your manager, and/or our company fully engaging you in a meaningful career? List the 7 most important things we do for you in order of priority.

Compare your assessment to those of your employees. There will be differences, however, the key is to resolve them.

Understand the Differences

Differences between managers and employees is a common theme in troubled companies. They are most often due to a lack of Systematic Power, my first strand of 3Strands Leadership. Systems and processes are likely missing, broken, or need updates.

These systems are what I work on each week with Clients, as individual leaders or as an entire organization.

Here are some common gaps in an organization’s Systematic Power:

Inconsistent accountability

Leaders are often poor role models and they don't realize it. They have good intentions without a solid game plan, and it prevents positive results. This leads to excuses, and the ensuing drama kills any opportunities for consistent, sustained growth. Furthermore, any lack of integrity can magnify this problem until the company implodes.

Different standards

Many companies have competing internal standards. The result is an “us vs. them” mentality, whether it is between management and staff, or different work-groups. It destroys productivity, progress, and the ability to make tough, fair decisions in a reasonable time-frame.

A poor or non-existent hiring system

A poor hiring system cascades poor performance throughout a company. People are hired who do not match the needs of the position, or your culture, and it costs time, money, stress, and lost opportunities.

Lack of regular training, starting at the top

Companies often fail to train their employees on a regular basis in hard skills and soft skills. The result is a flourishing of bad habits throughout your organization. Poor productivity not only thrives, but is defended or accepted as reasonable.

What's the solution?

The solution to these problems is to first understand the areas in which your company is currently struggling. Use the surveys above to get started.

A little employee feedback can go a long way.

Once you have a measurement of your strengths and weaknesses you can take action. Expand on your strengths, while minimizing your weaknesses.

Do your employees love your pay-for-performance plan? Awesome. Do a quick review to make sure it is working properly, and confirm it's effectiveness with your team.

Do your employees want more feedback from management on their performance? Implement it. Get on a schedule of providing regular feedback to your team. Whether it's regular reviews, or a weekly habit of brief conversations, give them the feedback they need.

Take one step in the right direction and you'll be ready for another one.


The ONE Thing Webinar Series - Part 4 - 3 Commitments and 4 thieves

The fact is you are your biggest obstacle. Gary Keller believes there are 6 lies and 4 thieves holding you back from pursuing 3 commitments that lead to a meaningful life without regrets.

Considering Gary's wisdom takes no time.

While you commute or workout, listen to my four podcasts that share highlights fromGary's book, The ONE Thing. If you hear something intriguing, then look at my presentation decks and/or buy Gary's book.

The ONE Thing will improve your life. Possibly in significant ways.

Anyway... You will be glad to know that today we wrapped-up our review of The ONE Thing. As I hinted in the subject line of my email, two of the five chapters covered were The Three Commitments; and The Four Thieves. However, there was much more than that:


14.- Live by Priority

15.- Live for Productivity

16.- The Three Commitments

17.- The Four Thieves

18.- The Journey

The ONE Thing webinar #4 of 4: Video | Audio | PDF | PPT

Dave's ONE Thing #4 from MANAGEtoWIN, Inc. on Vimeo.

Check out our discussion of earlier chapters below. You can also consider our folder of recent webinars.


On February 5th, the 1st webinar of this series discussed:

1.- The ONE Thing

2.- The Domino Effect

3.- Success Leaves Clues


4.- LIE #1 – Everything Matters Equally

5.- LIE #2 – Multitasking

The ONE Thing webinar #1: Video | Audio | PDF | PPT


On February 12th, we discussed LIES #3-6:


… We discussed LIE #1 (Everything Matters Equally) +LIE #2 (Multitasking) last week

6.- LIE #3 – A Disciplined Life

7.- LIE #4 – Willpower Is Always on Will-Call

8.- LIE #5 – A Balanced Life

9.- LIE #6 – Big is Bad

The ONE Thing webinar #2: Video | Audio | PDF | PPT


On February 26th, we produced our The ONE Thing webinar #3 of 4:


10.- The Focusing Question

11.- The Success Habit

12.- The Path to Great Answers


13.- Live with Purpose

The ONE Thing webinar #3 of 4: Video | Audio | PDF | PPT


Dealing With Shame

What decisions have you made recently based on your shame?

Probably more than you realize.

One of the definitions of shame on is, “the painful feeling arising from the consciousness of something dishonorable, improper, ridiculous, etc., done by oneself or another.

Shame is a painful emotion responding to a belief we have failed in some way. It can motivate us consciously, for instance if we become embarrassed. This is a relatively minor form of shame.

I am writing to challenge you to go deeper.

The shame that blocks us from being our best is typically more subversive. It is buried deep behind strongholds (false beliefs based on emotional wounds) and affects our decision-making subconsciously.

Brené Brown shared an interesting story from her book, Rising Strong, about shame on her blog this week.

If you are willing to face the shame of your past mistakes, or current belief in yourself, one option is to go through the process of a RAIN meditation. 

Here is a 4-step process and link to the Mindful website offering this advice:

The key reason we experience shame is because humans were designed with a sense of right and wrong. Otherwise, anything goes and shame would not exist.

We have shame because our brain constantly assesses our self-worth against the standards existing in our DNA, established by our parents, and/or developed through our life experiences.

Shame can be resolved in a healthy manner, such as the RAIN process above where you acknowledge the shame; stay with it for minutes or hours; forgive yourself, and if applicable, ask for forgiveness from others; and then move forward learning from the experience and not repeating the mistake.

Is shame potentially motivating some of your decisions, behaviors, and actions?

I suggest the answer is, yes.

Here are some examples of how shame could be negatively affecting you:

Anger / Blame Others

We may understand someone else's mistake and how it hurts others because we have made similar errors ourselves. One common response is for us to project blame and anger onto them, partly as a scapegoat for the punishment we feel we deserve. This is a defensive response to our disgust or disappointment with ourselves.

Anger is more comfortable to experience than shame. (Psychology Today)

Unfortunately, transferring our shame to another person is a form of self-deception. This decision, which is often unconscious, relieves some of the symptoms of shame-based pain and discomfort temporarily, but does not heal the disease of our shame.


Unresolved shame can motivate some people to medicate their pain with alcohol, drugs, overeating (physically abusing yourself), obsessing about your image through over-exercising or other harmful activities.

Feeling Not Good Enough

Another common response to shame is intense competition to prove you are good enough. Unfortunately, the goal of achieving peace and inner joy by being the best can only be temporary. They need to prove yourself never ends until you take the time to go through the process to "peel back the onion" to the point where you reach your shame and resolve it.

Anticipating the Pain

People with unresolved shame may anticipate, rightly or wrongly, that they are about to be judged as inadequate. This motivates them to strike first before being hurt (again).

This may drive them to manipulate the self-esteem of the person they expect will hurt them. They may use insults or other actions intended to hurt that person so they can feel equal or superior to them.

Once again, these behaviors do not eliminate the shame. This meanness only distracts the shamed person away from the pain of their past mistakes. There is no resolution, restitution, or healing.

Low Self-Esteem

One way to consider shame is as an example of powerful deception. Remind yourself the best lies are based on a shred of truth. Yes, you made a mistake. However, was it really a wound that feels like it can never heal?

The intent of shame is to take you out of the game by making you feel inferior and motivating you to live in the mistakes of your past. This keeps you from focusing on the meaningful experiences of your past, the blessings of today, and the potential available in your future.

What should you do?

Shame is a rattlesnake in your garden. Kill it.

Invest time to candidly identify past mistakes that cause you shame.

Spend time alone in a safe place to consider each mistake, remind yourself of how you were trying to do your best at that time, and own each mistake.

Focus on where to go from here, including how to stop allowing shame to dictate your decisions, relationships, and results.

One option is to work with a professional to help you through this process. That is not my expertise. The advice in this article is based on what I have experienced personally and observed in others throughout my life. This commentary is for informational purposes only.

You can win this battle against shame. Start with a reality check. Work through the process. You will emerge stronger, but it is a process you must journey through. It is similar to a caterpillar that has to work its way through the process of emerging from a cocoon on its own to experience the joy and fulfillment of being a butterfly.

Painful. Difficult. Yet, life giving.

You can overcome shame. I cannot help you as a therapist or professional counselor, however I am encouraging you as a fellow leader.


The ONE Thing Webinar Series - Part 3

How well are you focused today? Are you looking forward to your day with joy?

If you could be better focused, or happier, then listen to or watch this morning's webinar on chapters 10-13 of the book, The ONE Thing:


10.- The Focusing Question

11.- The Success Habit

12.- The Path to Great Answers


13.- Live with Purpose

If you want to make fewer mistakes, and achieve your dreams faster, then consider our discussion of these chapters.

February 26th, The ONE Thing webinar #3 of 4: Video | Audio | PDF | PPT

Dave's ONE Thing -- 3rd of 4 Webinars from MANAGEtoWIN, Inc. on Vimeo.

Check out our discussion of earlier chapters below. You can also consider our folder of recent webinars.

From February 12th, we discussed LIES #3-6:

LIE #3 – A Disciplined Life

LIE #4 – Willpower Is Always on Will-Call

LIE #5 – A Balanced Life

LIE #6 – Big is Bad

The ONE Thing webinar #2: Video | Audio | PDF | PPT

On February 5th, the 1st webinar of this series discussed:

The first three introductory chapters

LIE#1 - Everything Matters Equally

LIE#2 - Multitasking

The ONE Thing webinar #1: Video | Audio | PDF | PPT


The ONE Thing Webinar Series - Part 2

This morning our webinar covered LIES #3-6 from the book, The ONE Thing.

If you truly want a better 2018, listen to this webinar and scan the PPT deck to learn what others are saying is life-changing wisdom.

The ONE Thing - Discussion of insights with Dave (2 of 4) from MANAGEtoWIN, Inc. on Vimeo.

Today we discussed:

LIE #3 - A Disciplined Life

LIE #4 - Willpower Is Always on Will-Call

LIE #5 - A Balanced Life

LIE #6 - Big is Bad

Access the files via these links: Video | Audio | PDF | PPT

You can also consider our folder of webinars.

On February 5th, the 1st webinar of this series discussed the first three introductory chapters, and LIE#1 - Everything Matters Equally; and LIE#2 - Multitasking. You can access those files below.

ONE Thing webinar #1 of 4: Video | Audio | PDF | PPT


Save $50,000 or more

Where's the $50,000?

The Society for Human Resources Management (SHRM) has said to replace one bad hire can cost up to 5X the annual salary of executives and top contributors.

This means if you hire someone for $50,000/year, then making just one better hiring decision saves you $250,000.

Does that sound high to you? Then conservatively, let's say the loss is 20% of that number. This still means every bad hire costs you $50,000, or about one year of their annual compensation (a lot of experts agree with this amount).

But... how do you hire better people? How can you avoid a bad hire in the first place?

You have to learn how.

Join me 8am-noon on Wednesday, February 21st at Microsoft's Glen Allen offices near Richmond, Virginia for a 4-hour workshop on how to Hire The Best (and avoid the rest).

In just 4 hours you will learn my most powerful hiring secrets I have proven over the past 45 years. Come and learn my Hire The Best system.

How much is it worth to you to answer these questions better?

... Where can I find more candidates for my openings?

... What questions should I ask in a phone interview?

... How can I get the candidate talking outside their "hire me" script?

... What is the best way to interview someone?

... What homework should a candidate do between interviews?

... How can I discern a good from a great candidate?

... How can I confirm a candidate's true behaviors and motivators?

... How can I get candidates to choose my company vs. other job offers?

... What is the best way to get references to talk, and be honest?

... How can I get people to accept your offers, AND show-up their first day?

Don't miss it. Register here

I will answer your specific questions so you can hire better people. I guarantee your satisfaction, or we will return your workshop fee.

The Harvard Business Review says 80% of employee turnover is due to bad hiring decisions. Can you really afford another bad hire?

Don't wait. Register now, before we fill all 22 seats!


The ONE Thing Webinar Series - Part 1

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