Ep. 9: People Development: The 3 Questions
The MultiView Inc. This content is based on MBI's work with over 1,300 organizations extracting nine eighty nine data elements with nine twenty two cross calculations over twenty seven years on a monthly basis, and then systematizing the operational success patterns of the ninetieth percentile. Our intent is to get beyond the brag and the boast and simply share insights from our experience without manipulation or coercion to sell anything except helpful ideas. These messages range from intimate recordings from the Awakened Forest to concerts, national conferences, and broadcasts.
Speaker 2:We're surrounded by the truth and and that's the whole thing about this whole awakened forest complex as we build up all the things and we reconstitute the lonely hermitages up on the sides of the mountain and stuff for people really to to come to themselves because a lot of times you have to be surrounded with the truth. Now I'm not saying everything is not the truth, but I'm saying nature especially in its rawest form, is about as close to the truth about of about how life actually operates on this planet as you're going to find. And, it's it's a natural system of what? Pattern and mutual reliance. Two keywords that I talk about a lot.
Speaker 2:Pattern or pattern recognition is what? You've most of you heard this is intelligence. Two words. Pattern recognition. And when people realize that random does not exist and you start to incorporate those patterns, they have what?
Speaker 2:They have success value, profit value, survival value. You learn that there's these things called seasons, and that there's a time when food is plenty, and then you find that later on there's not so much, Then there's this time where there's nothing. And so you start to say yourself, this is a repeating pattern. Perhaps I should hold back some of my nuts and not just gobble them up. That's intelligence.
Speaker 2:And again, destroying the idea again of random. Random does not exist. There are meteors that hit the earth that extinguish a third of all life. They happen on a regular basis, or I mean, depending on your definition of time, but a meteor that hits the earth makes a big crater, extinguishes half of all life or a third of all life at one time happen. They just haven't happened recently.
Speaker 2:But the this planet is full of potholes. Or if you go out and have a fender bender, well that happens thousands times a day, just not to you. Random is a human idea, has no basis in reality. Just like most of our measurement. We don't trip across lines of longitude.
Speaker 2:They are made up. Hell, with temperature, we have Celsius, we have Fahrenheit. Pick pick your measurement. These are human inventions with utility value, but language, and again we'll talk about a lot about language because that's how we communicate so much. So the truth is you know we're surrounded by this.
Speaker 2:And also again that it is a system of mutual alliance, that's the other thing too. Just like a human organization, here we have various bodies that somehow if in a model we want them all to work in a harmonious whole, integrated, coherent, where all the parts are serving the main function, and that all are linked together so they don't silo and say, Oh I'm in finance, I really don't have anything to do with clinical. Oh I'm in this, I don't do this. And then I wonder why the organization doesn't function very well because it's not it's not functioning like nature or human organism, depending on whatever your level of magnification you want to focus on. We'll be going deep and profound.
Speaker 2:And one of the things I like about end of life work, or this particular form of healthcare, as opposed with work with large health systems and those jaded individuals, although I will say the, that's creeping in here too, is that we have this opportunities to easily make our work profound. To give incredible meaning and purpose to the workforce. If any organization is actually has any kind of turnover problem, you you're having an issue teaching meaning and purpose basically. There's something off. It could be our hiring practices, it could be whatever, know, like you know, like the silly idea.
Speaker 2:Let's just pump up the salaries and we're going to load this thing up and like stupid. But it's just easier for us to link a profoundness, and because because what human desire And we're gonna be talking a lot about like this blunt reality, probably more than we do in other programs about the human animal. The fact, you know, we consider we have all the parts of a pig, or a horse, or an insect. Yeah, yeah, yeah, we're this thing, and that, yeah, we're part of this death transition from one state of life to the next. Whereas if you're making shoes, it's a little bit more like someone could trip.
Speaker 2:You better do a good
Speaker 3:job with the stitching there. That doesn't look cool.
Speaker 2:I mean, whatever. So it's it's kind of easier. And then the ultimate question again, how do people actually learn? That that is always I think the central thing that we evolve over time. And I will say this, I think it because the negative, and I'll be over emphasizing the negative.
Speaker 2:Why? Because it's it's there's so many, our media, our systems of training all focus on the positive, success, da da da da. We got, you know, we have to do all this. The negative just gets robbed of its value really. And so people don't learn to appreciate the negative.
Speaker 2:So I'll be overemphasizing it which that's what you will do as well because you're basically going to mimic a lot whatever you can pick up from me that you feel like would be useful. Learn to exaggerate even the negative so that people have a better life, a more reconciled life you might say.
Speaker 3:And if you really get to the place of like Jim back here, the unfazed life.
Speaker 2:Thank you Jim for getting everybody in here. Hopefully no major issues. No, it's a very very bold and adventuresome crowd. There was nobody stressed that I could tell.
Speaker 3:Okay. Groovy.
Speaker 2:Okay. So the question. And again the question's actually this we're looking for answers but questions are where the action is. I mean that's where the juice and the life is and even knowing that there's no ultimate oasis or destination kind of keeps the game going. Because if there was an ultimate and then like dead stop, we would all just be bored out of our minds.
Speaker 2:So I like this. And the fact that in this small setting we can all multi view together. You know, we all it's just easier to network here, than it than it is in larger facilities and and all that. I've done this thing for, you know, where there have been hundreds of people and it's just not quite the same experience, you know. So Okay.
Speaker 2:Virtually all of our problems, issues, challenges come from our people systems which is directly what we're involved with. And they are quality issues and the quality of our people systems Because we're human organizations, of course it's coming from our people systems. And the one thing I'll emphasize, I may not have a slide that details this, I want us to focus on system solutions rather than people solutions. In fact, let me say it like this, by focusing on system solutions it will cure your people's solutions you're looking for. But if people have this these naive ideas, I'm gonna bring in this change agent, and I'm not saying there's not times you bring in the change agent.
Speaker 2:I mean, MultiView is a change agent organization. Nancy goes in and will transform things or can't or or whatever. There's times you need that jolt of of some bold statement or vision or a person, you know, directing that or helping with that. But the naive executives and CEOs say, Oh, I'm going to hire this person. They're going to fix my problems here.
Speaker 2:They're going to do this. And and yeah, you'll get lucky once in a while, but not everyone's a great picker. And so by focusing on the system solution that is, you know, putting intelligence, pattern recognition again and on all these cases where we're intelligence. The big thing, I think I'll just say this, the big thing that people are purchasing from multi view really is intelligence. Pattern recognition.
Speaker 2:Our whole business model is based on identification through quantification, investigation, documenting whatever that success pattern of this distinct minority because anything in the ninetieth percentile is a distinct minority. Document it in a six sigma type way because without this is fantasy land. It'll never get operationalized. It becomes an oral narrative. And then bringing it to to our clients.
Speaker 2:And we do this with, I mean other organizations and there's best known ways to do it all over the place. But but yes, but intelligence, but taking this intelligence, applying it to our people system. Who gets in the club? What are the best ads to run? What will give us a 400% increase in the people that want to work with us?
Speaker 2:And this is all known. I mean it's all over our stuff, you know. And then of those people that want to get in into the club, how do we spend the least amount of effort sizing them up, evaluating them, and then getting them into production. So you're starting out with good material, good raw material, and and then taking your extraordinary, methods of actually elevating that talent, that consciousness really. And then how do you keep them?
Speaker 2:Because it does us no good, again four processes there. It does us no good to invest in these people, train them up in our proprietary methods, and then have them go to a competitor and have them use them against us. So, you know, but but really looking at those patterns. So focus on people or system solutions rather than people solutions. If your organization has issues hiring or retaining clinicians, it's directly linked to your people systems.
Speaker 2:That's just it. It explains why some leaders have hardly any, I mean when I say hardly any, like ten years, they've only lost a few nurses. And it's only because that someone had the, you know, your husband or whatever got a job in another state, but just ultra low. And of course setting you know all kinds of benchmarks of quality and all this. It's all going to come from this.
Speaker 2:So what are we? We are a center experiencing life as a center in a multi centered universe without a center, which is infinite. There is no center folks. There's no center. Center doesn't exist.
Speaker 2:As far as I can tell the center of the universe is right here with you, and with you, and with you, you know. That's the only way this world has been constructed that it's experienced. No two things can retain the same position even. And a human organization is a multi centered thing and somehow we have to get everyone going in the same direction, even though each one has a slightly different view of the world. I mean you can go to whatever congregation or church you want and I can guarantee the person in the next pew right next to you has a different view of the world than you do you have.
Speaker 2:Now I don't know if there's some kind of bare minimum you got to believe to get past the threshold of heaven or whatever to get accepted. But all of them not no two of them are equal or the same you might say. Okay. Didn't mean to blow our minds right out of the gate, but anyway, it's something to think about. We don't even know really where our thoughts come from.
Speaker 2:Again, is where the illusions of these fantasy guys or gals that are trying to be these hyper spiritualized people. That's just a phase. It's a good phase. It's a positive phase. It's almost an all good phase like,
Speaker 3:but you know you pass through that at some point.
Speaker 2:But we don't really know where our thoughts come from. They just appear. And this is a strange thing I think about learning why it confuses us on a certain level because you know we want everything to be so mechanical that this and this and this happened and and all this. But you just don't know when the divine revelation or breakthrough or Damascus experience is going to happen. When the learning's going to take root where, I get it.
Speaker 2:It is beyond your control which for the master teacher brings a great deal of relief, because you realize that you cannot, control the learning of the student as beyond your command. And there has but you're you have that professional obligation to teach with the best you know at that time, and then trust in the sovereign of this universe, the divine intelligence be that fuels this universe to do the rest of the job. That your job is to be completely prepared and all in all forms you can, and do your best. And everybody's really trying to do their best when you get down to it. Right?
Speaker 2:So we don't even really know where our decisions come from. We think we're logical creatures but we're not. Our emotions, which is really strange even though we talk about two equal sides of the brain, our emotions or, the right hemisphere tends to be the dominant in decision making. What feels good, you know? And then secondarily the rational.
Speaker 2:This is why in the sales job, which teaching is a sales job, so we're going be we'll probably go into sales. Big money there folks. Is that again you appeal to the emotion first, make the sale on an intellectual or on a emotional level first, and then you provide the intellectual justification. So on their ride home they're going, that was such a good decision. I'm saving money.
Speaker 2:I'll have a happier culture. And all that. And let's face it, we don't really even know how a person learns. Not really. I mean we suspect a few things here.
Speaker 2:So why are we here? By the way, if we didn't think we could learn, why are we doing this? I mean, let's all just go home. Let's go down to the bar. I can open it up.
Speaker 2:We're fully stocked. There there would be no point. So we have to believe that people can learn, but but there's also an element that we just have to get honest and say we really don't know how. And if people can't learn and grow then there's no hope for humanity. Right?
Speaker 2:So the best topics that transform lives, this is in the book but it's not directly in the book, so don't don't worry about it. Can get you whatever, here, but, these topics of accountability, you know, this is we teach it all the time and one of the things in the design, the DNA of your people system, you've got to super soak with accountability. You've to destroy victimhood, blame, excuse for your life. All the weenies and whinies got to go and that's you have to do that every meeting. Every single meeting.
Speaker 2:That's why the three questions, you know, are are so important and we'll go through those. But you want to build strong self reliant human beings. Just imagine your kids. Again, you want strong self reliant capable kids. That's the mindset.
Speaker 2:The power of attitude. Since we can't control our thoughts, the one thing that we do have is the human will, which has to do with attitude. Where we can have a hostile attitude of the world or we can have a more benign or or or even feel like, have an attitude that it's a helpful universe. It's designed for my personal advancement. Well just the way that you look at things transforms the thoughts and and so you start having these great thoughts.
Speaker 2:Those thoughts that you dwell in become beliefs. Those beliefs that we have tend to produce actions, and those better actions if they're better results, or or if if they're better thoughts produce better results. That's the sequence. It all starts with attitude and not with the thought. And and that's something that's overlooked a lot.
Speaker 2:And then the topic of compensation realizing that all of life is life is compensation. And it's not just to be delegated or relegated I should say to the domain of financial. Compensation, in fact the highest compensation of life and a workforce or environment is the compensation of the experience or environment. The people we work with, the attitudes, the vibe. Because you can pay people millions of bucks.
Speaker 2:People have done that with with me where they're mean I'm like their figurehead in the corner, and I'm getting a check every month even if we're not using our stuff that much. After a while I'll quit, because like, what's the whole point? The money will not hold people. The environment will. And usually you can pay so well.
Speaker 2:If we manage well, we can pay well. So it's not like we have to forego one for the other, but realizing that all of life is a payoff. Even when you touch the hot stove, that's some kind of payoff. It's a painful payoff. Woah.
Speaker 2:You know, or result that goes, I probably am not going to be setting my hand on that hot burner anytime soon. But there's a payoff there. The other thing, and this is a very good thought here, is sometimes we get frustrated in organizations and with people, or working with people, because we ask people to do what they can't do. That's beyond their consciousness, beyond their intelligence, beyond, you know, their their skill levels, and and and we get frustrated with this. But a lot of times that comes really to, again, lack of training, maybe lack of recognizing where they go.
Speaker 2:With that said, I think that we have to be disappointed. And and that's a prerequisite of any time we we work with people that you know you especially a leader, have to be prepared to have your heart broken, because you don't know what people's limits are. So I'm always putting people in very uncomfortable positions, forcing them to go outside the box, because that's the only way they're really going to grow. But with that said, know, they're going to like mess things up along the way, and so you kind of got to be okay with that. But for the teacher in particular, it's just like, God,
Speaker 3:we we've covered this. How could you miss this? Like how could you forgot to do this, you know, in in this step of the visit or, the way we
Speaker 2:do this setup here or or whatever. But a lot of times you're just asking people. Sometimes they just don't have the capacity. So the truth about quality is that an organization can have no or less quality than the quality of its people development system, right? So if our people system is here, so I got my little arm extended here, our quality cannot be any more or less than that.
Speaker 2:I mean it's going to be do this. Okay. So we start to incorporate system seven, Working on, the experience, the phone interactions, our physical appearance, our manuals, you know, our physical products, our visits, and suddenly, we have demanding, we start testing, so our people system is elevated, so therefore our quality is here. But then we get busy because we grow to, you know, from a hundred patients a day to a thousand patients a day, we have ever worked, and then oh we need to get some people on, let's hire them fast. They don't get trained quite as well, don't get the same attention.
Speaker 2:Okay, so we de evolve and there's our quality. So it's that this is really the bar of our quality, our quality of our people. Development system can be no more or less. And your managers, especially your intermediate managers, are your number one student, not frontline. Let's destroy that idea that it's frontline workers, machine workers, or clinicians, or whatever.
Speaker 2:That's what you're focusing on. You're not. Your absolute number one numero uno is your clinical leader, your site leaders, your whatever, because that's where 70% of the training is going to happen, not with you. When we were winning the Baldrige, again the only end of life company to do that, again there's two of the world's leading awards of quality, extremely hard to get, the Demings award and the Baldrige, and of course we did the Baldrige for our area. Norman said, hey, I read in Gallup that 70% of the development around retention of frontline employees comes from the relationship with immediate managers.
Speaker 2:Let's focus on that. And that's how we did it. You're replicators. So that's why you've got to have rock stars. If they're not rock stars, if you don't look at that person and go, man that person is inspiring.
Speaker 2:I want to work with them. I could get some benefit. This would be way cool. Don't put them in the position unless they are just legend. I mean, when when they walk in the room, you know, the let the the vibration just goes up.
Speaker 2:If it's neutral. And it's not like they have to be these charismatic individuals. They just have to have the vibration that's attractive. And, so it's not about the pump and the glitter and production and all that. It really has to do with what they've evolved to because you can have a very mild disposition.
Speaker 2:But if people know you're the real deal, they'll get behind it. Okay. One of the old old normally since we're dealing with natural disasters here, but we would have the manual, your testing sheets, number two pencils, nice eraser, your name thing, all this, you know, just set up and and this is what I would probably do with my my hospices as well or my organizations, And then all of this. And the the value of testing, again you think about it, it's such a a basic concept and most of us have had that in school, right? But yet, we go into organizations and they're not given tests.
Speaker 2:And I think that anyone that doesn't test and intensively test is a joke. Of course they're a joke. Cause you don't know what people know or what they don't know. Okay. Let's keep it going here.
Speaker 2:What are you?
Speaker 3:A feeling.
Speaker 2:Okay. Let's do this with more power folks. We're we're going through the three questions here folks. What are you?
Speaker 3:A feeling.
Speaker 2:Let's do this and then what are you? A feeling. There we go. That's much better. And then, this is what you this is how you start every IDT meeting.
Speaker 2:And and this is where you've got just to be like the enforcer person. And when you're training your clinical leaders it's like here's how you run a meeting in your it's again it's a sequence sequence of success. Always starts with the first question, what are you? Then second question, what do you see yourself out? Ask and the third question, what day is it?
Speaker 2:So this question and all these are centering questions. So what are you? You are a feeling. And then you do the uncomfortable call out, which a master teacher does, where you want to put that pressure on some individual. Because if you just say what does that mean and you allow the group, well some people are just going to hide out.
Speaker 2:Right? So you want to look around and and you know use your platform to single someone out and say, What's that mean? What's that mean?
Speaker 4:Have a feeling. Yeah. Everything that moves us, inspires us, are negative, to you leave people with a feeling when you leave that visit. They don't remember much about you or your name, but they'll remember how you made them feel.
Speaker 2:Okay. And these and these are all true. This is one area though with your call list you're looking for specific language. So what you say is true? Z woman.
Speaker 2:What what what is it with this? I'm a feeling.
Speaker 3:It's because feeling is the basis of all memory and recall.
Speaker 2:Right. So that's what we're looking for. That's the exact language in the NBI world and folks that really hardcore model. Feelings are the basis of all memory and recall. Obviously we can constitute it in all kinds of different directions.
Speaker 2:This normally says I am a feeling, but it is peeled off. It has had too much feeling.
Speaker 3:We need to reconstitute the
Speaker 2:sticker there. But yes, it's the basis of all memory and recall. Very important for educators, you know, people in art because if that's the whole thing, that means that somehow if we want people to remember things, we've got to harness this reality. And again you can prove it. I always prove it with the same two questions.
Speaker 2:Where were you when you got the news about 09:11? For some of us, you're just kids, like, you know. Sure. Don't know. Oh my gosh.
Speaker 2:Yeah. So that that kind of, you know, so that that question's kind of the shelf life is running out, Expiration date. But I was going to say is that, but most of us that were alive in that time, did were aren't anyone still thinking about it? I mean, we got it in milliseconds. Cindy, you take a second.
Speaker 2:Okay. Let's contrast that with the question, what did you have for lunch two weeks ago on Wednesday? Okay. And you can't remember that. Okay.
Speaker 2:Let's two different life events, but yeah, you can remember something that happened many years ago, decades ago, and something that happened a mere, you know, fourteen days ago we don't remember, or thirteen. Okay. So what's the difference? The feeling. And in fact that that was a negative feeling.
Speaker 2:And I had incredible image of towers coming down, which as we go through this 90 between 8593% of all communication is image. The mind works in image. Like if I say, whatever you do, do not think of the purple elephant. Just don't let that image come in your mind. Whatever.
Speaker 2:You can't even help yourself. You're looking, I mean, that erupted, whatever your version of that is. Those are the realities that we're talking about in in that we just have to face and harness to be tough empowers. Try to get rid of the educator thing, you know. So who am I So what are you?
Speaker 2:A feeling. Okay. Basis of all, or foundation of all memory and recall. And then the next question is what do you see yourself as?
Speaker 3:A teacher.
Speaker 2:Let's do that a little more strength. What do you see yourself as?
Speaker 3:A teacher. A teacher. What's with that?
Speaker 4:I consider myself an empower.
Speaker 2:Yeah. I like that. Mhmm. And this is one we'll take two different levels. But again, the thing is the pattern here I call on an individual, don't let them hang out.
Speaker 2:This also keeps everybody on their toes. Mhmm. Right? Oh my god, they might call on me. And if you see someone nodding off, that is your target.
Speaker 2:Right. Okay Nancy, what does that mean? I I'm a teacher. What's with that?
Speaker 5:So we are replicators. Our job is to teach the caregiver what they need to know. The benefit was never designed for us to provide the care, but for us
Speaker 6:to teach the caregiver what they need
Speaker 2:to know. Yeah. And she's hit that on two different levels. I'm a teacher that we are empowers, and and I find that at every single IDT we have to deprogram clinicians who think that they provide the care. Get rid of it.
Speaker 2:You don't provide the care. That is not the job. I don't care if you're a CNA or whatever. You're there is to empower people to do the care in our absence, and it applies especially to hospice, to home health. Most of our home care type health care have to do really with this empowerment thing, and what's the evidence?
Speaker 2:Let me just put it out there. What is the evidence that we are not not paying you to do the care, but we are paying you to teach? Primarily. What's it? Are are caps I mean you take a look at 18 of those questions, we come back to our ability to teach.
Speaker 2:Less, there's your sales job to the CEO, say hey, we need to get a little more juice going in our people, the development stuff. This is great ROI. We're being if we want to certain this is why we don't have any problem surging someone to a five star hospice in a relatively short period of time. I mean, Ann, do you want to testify?
Speaker 5:Yeah. Several of the hospices that we've worked with have increased our intake on
Speaker 3:five stars.
Speaker 2:Yeah, was just hers alone, I mean there's just all kinds of them. So And then the third question is what day is it? And what what day is it?
Speaker 3:The best day of my life.
Speaker 2:Oh my God. What what what is up with that one? Can can you enlighten? I mean, Kev, you've not seen the news? How can you say it's the best day of your life?
Speaker 3:I'd ignore the news so I don't believe it's the best day of my life.
Speaker 2:Yeah. What's with that?
Speaker 3:I mean I think it's a good way to strive to be for sure. Like if you can start every day with a good attitude and you're passing out that positivity and, you know, can't get bogged down in the negative.
Speaker 2:Okay. That's all good? Sir, what do you think?
Speaker 7:Tomorrow's never promised. What we had and what we can do today is is what we've got, so we've gotta make the best of that day because who knows if we'll be here tomorrow.
Speaker 2:Okay. That's also good.
Speaker 6:I'm just gonna replicate.
Speaker 2:Hey, and I will say this, okay. There's another here's another thing though that you'll notice I'm doing here. If someone doesn't get it, sometimes I'll call on people I know it like just for the expedient, way of getting to the answers. A lot of times I will absolutely torture the groups. I'll start out and and you know, if they keep missing us, it's just I'll go next, next, you, you, you, and then I'll bail them out if if I need to.
Speaker 2:But, Alex, what's it mean? I mean I mean, how can you say it's the best day of my life? Not the best day ever, best day of my life. Well it's all about accountability. There you go.
Speaker 2:I'm looking for that word, accountability. This is where you can incorporate at least every two weeks that they get reminded that they have to own their life. And they got to own their attitude probably above all things. And the other thing about a day rather than I see some organizations change it to best day ever, but see no one knows what ever means. Where and so it has less power than we know that a day starts by waking, and there's a time when we go to sleep and that day ends, and so within that time frame can we be fully accountable for that day, and for our attitude, and our responses to things.
Speaker 2:And this seems so subtle, but this is such a perfect illustration of the power of focusing on your people systems and exactly what we do. Because here we're benignly manipulating the workforce. And what happens when people start to own their lives? Help me out here. I got an IQ of 40 folks.
Speaker 2:I keep 20 on each side just to keep it balanced. What happens when you start teaching accountability? It's the best day of my life?
Speaker 3:They start taking action.
Speaker 2:What's that?
Speaker 3:They start taking action.
Speaker 2:What kind of action?
Speaker 3:Like self driven action.
Speaker 2:Yeah. More proactive?
Speaker 3:More responsible. They become more responsible.
Speaker 2:More responsible.
Speaker 3:Self reliant.
Speaker 2:Self reliant. Ownership. Ownership. Doing their job. Less blaming.
Speaker 2:Less complaining. And blaming. Yep. And blaming. Bitch factor goes down.
Speaker 2:What happens to the work atmosphere and culture?
Speaker 3:It's more positivity.
Speaker 2:No. Okay. Retention goes up. Happier people tend to do better jobs. I mean all this is coming from one innovation of language asking the question demanding a precise set of words in this case, a precise definition, not squishy because otherwise if you there are certain things you have to just establish.
Speaker 2:This is our definition of culture. This is our definition of accountability. Owning our lives without blaming others or circumstances. And that precision, again, it it it's just radically helpful. Again, there's a time for paraphrasing where we can have whatever, but then there's that time of the master teacher where you know the difference of exactly what you're going for.
Speaker 1:We hope you are having the best day of your life. If you need something further, just visit one of the Multiview Incorporated websites or contact us through social media. Smoke signals, carrier pigeons, telepathy have not proven reliable. All calls are answered within three rings by a competent real person. Thank you for listening.
