Y Scouts, The Purpose-Based Leadership Search Firm

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host Elise Cortez. In our program,

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we provide guidance and inspiration from those
people who have found deeper meaning and

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personal connection to their work life.
It's beyond nine to five. It's working

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on Purpose. Now Here is your
host, Elise Cortez. Welcome back to

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Working on Purpose Show. Thanks for
tuning in again this week. I'm your

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host, Elise Cortez, joining you
live from Dallas, Texas, which is

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home base for me. If you've
been tuning in for a while, you

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know this program is all about how
people create more meaningful and productive personal and

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work lives, and equipping leaders inside
organizations to cultivate meaning and purpose and elicits

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passion inspired contribution, innovation and persevering
formans. I talk with my guest to

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draw on their expertise and share my
own experience consulting, speaking and developing workforces

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across the globe. Every week.
In these conversations, I hope you walk

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away with something you can immediately put
to use in your life and that you

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come alive with a possibility of living
with passion, working on purpose, and

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are inspired to discover for yourself just
how big and fulfilling your life, work

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and leadership can be. And if
you do catch fire from anything you hear,

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reach out and tell me about it. Email me at Elise at Elise

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Cortez dot com or use the contact
me feature on my website to message me.

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Tell me how I can help.
Whether you want to join the distribution

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list to stay informed of these radio
show topics, you want to see about

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joining a catch fire online inspiration,
accountability or a mastermind community. You want

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information on my purpose driven leadership programs
for individuals or companies, or you want

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to see about having me speak for
your company or conference and an your rate.

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I'm glad we're connected and thanks for
listening. Now onto this week's program

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with us this week is Max Hanson. He's the CEO and co founder of

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y Scouts, the first ever based
executive search firm. We'll be talking about

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how he entered the purpose movement and
why he thinks it's critical to business success

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today. The approached he in his
team at white Scouts takes to join with

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their with their client companies and candidates, and where he sees the future of

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the workforce. He joins us today
from Phoenix, Arizona. Max, Welcome

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to Working on Purpose. Oh thanks, Eliza, it's great to be on

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your show. Well. I always
like to tell our listeners where it is

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that I find my guests, and
so here I was minding my very own

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business, Max, when I smacked
up in next to you at a Purpose

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conference that you helped sponsor in Phoenix, Arizona last October, and I just

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want to I want to just give
a shout out to you supporting a conference

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like that, that's just amazing.
It was a phenomenal experience. And we'll

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also shout out Imperative and Aaron Hurston
team who put on the conference. Pretty

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phenomenal. Yeah, oh yeah,
I agree. I was really honored to

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be a part of it, and
I was really really proud of Imperative to

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take the first step and put on
a conference like that for the first time.

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So it was just great to be
a part of it. And it

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really felt like, I will say, our tribe because I know that you

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think similarly to me, So it
was wonderful to be a partment of that

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conference. Well, I'll tell you
a little secret that nobody else will know,

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including anybody who might be listening.
I actually had it on my program

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my calendar to host my own first
ever purpose conference of some sort. The

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week after that, Aaron Hurston team
had had theirs on. And once I

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found out about Aaron's I'm like,
heck, I'm going to just join this

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bandwagon. This sounds really amazing and
I'm glad I did so. I was

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on my radar too. There's something
something in the water here, Max,

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Well, we're glad. We're glad
you did as well. Les. Yeah,

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well, thank you, thank you. I love meeting your team,

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And shout out to Priscilla by the
way for her help and help and getting

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you on the show. Thank you, Priscilla. So let's talk about you

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in this amazing career, and we
do have a little something in common.

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And then I started my human capital
career twenty years ago in recruiting. But

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you've made a career out of helping
companies find key talent they need to drive

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and grow their businesses. But you'd
say that somewhere in twenty eleven you began

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to notice that traditional contingent hiring model
wasn't allowing you to help your organizations solve

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the deeper witted issues they were facing
in their hiring practices. And then as

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a recruiting leader, with decades of
all those experiences, I'd like to understand,

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what did you see? What did
you notice? Well, I'd like

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to say it was linear that I
was in the recruiting business and helping companies

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hire people, and just one day
I woke up and said I wanted to

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align people on purpose, you know, in the workplace. But it wasn't

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It wasn't quite that linear. Were
tidy, I suppose or tity? Right?

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We had? In January two thousand
and two, I started my first

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company called job Brokers, which is
kind of ironic because the word job and

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the word brokers, you know,
ten years later both were kind considered four

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letter words in a way. So
we rebranded to a company called True Path,

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and both those companies were still around
today. I sold my interest in

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those companies and took one hundred percent
of the shares to White Scouts. But

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how we ended up with why Scouts
is we did. When I first started

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in the recruiting business, I started
at Narotech, which is a most people

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probably know who Aerotech is their owned
by the Allegious Group, and they taught

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me a lot. I was really
honored to start there and see how a

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company with very sophisticated processes and uh
you know had been built and how they

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were training their folks. So I
started there and then I moved on to

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a smaller company based out of Tempee, and it really made me realize how

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much I learned from Aarotech. So
by the time I started my own company,

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I really had the experience of a
really sophisticated, scaled company to over

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three hundred and fifty os when I
left to a to When I quit,

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I went to a single office that
was, you know, pretty much the

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opposite of that. So I kind
of saw the best of both worlds.

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I saw very entrepreneurial company in the
company that I moved to, and then

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where I came from was obviously a
well well structured companies. So we set

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out and we did a lot of
contract to hire, which a lot of

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uh you know, firms do,
and I'm not here to bad talk contract

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to hire by any means, but
once we had done that for calling about

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ten years we had we had hired. I'm just going to guess probably twenty

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five thousand people at that point,
and I started to kind of lose my

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interest in the contract to higher model. I think we were effective in helping

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some companies, and I won't name
some of the bigger companies because I don't

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think it's relevant. But what I
started to see as I started to see

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it was kind of a revolving door
and we're really refilling the same roles over

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and over, and it was beneficial
for companies, but it became it became

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more I didn't see it as I
didn't see it as meaningful. I saw

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it as sometimes that we were maybe
even kind of kicking the can down the

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road and perpetuating the problem of of
really addressing the root of the hiring challenges

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with our client companies. So at
about two thousand and eleven, I started

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it kind of asked myself, you
know, what do I really It's just

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what I want to do for the
rest of my life. And to be

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honest when I say it wasn't linear, I really felt like I kind of

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lost my way, and I'd say, you know, kind kind of figured

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out that I didn't know what my
purpose was. And it took me a

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little soul searching to find it at
that point. And ironically, at that

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point in twenty eleven, I was
making and well into the Seven Figures and

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everything in theory should have been great, but there was something missing and it

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took me a It took me a
while to figure that out. And there

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was actually one There was one kind
of conversation I had with my son,

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who's almost fourteen years old now,
so he was of my mass right.

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He was about four years old at
the time. Him and my nephew walked

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up to me and they asked me
what I did, what I did for

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work? And these are you know, four and a five year old asked

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me this. But I had been
kind of wrestling with it whether this is

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something that I want to do,
and whether it's something that's really solving,

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you know, really deep rooted problems. And I was already kind of in

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question about it. So when they
asked me what I did, I told

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them proudly that I get people jobs
and I find people work and they kind

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of shook me off and they said, no, what is it that you

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really do? And I was kind
of confused with their question, and I

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thought about it. They wanted to
know what I actually did. So what

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I actually did is I just met
people and talk with them on the phone

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and met them in person, and
they looked at me and they said,

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that's all you do, and they
ran off and laughed. And that was

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kind of the uh, you know, kind of the straw that broke the

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camel's back and made me really start
searching for applying what I had learned and

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making, you know, figuring out
how to use it and make it a

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lot more meaningful. Oh my gosh, Max, A couple of things.

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That's so great when I really appreciate
where you come from, and I myself

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will also fit into that bucket of
getting to a place where you're going really

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is all there is and there must
be more. That is part of I

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think from has been also my launch
to look for and discover my purpose.

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So I really appreciate it. We
maybe have to get there sometimes to be

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able to be motivated to go looking
for it. Wow, that's thank you

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for sharing on that level. First, the second thing I want to I

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want to just sort of bring up
to what I heard you hint at.

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And I've been wondered about this too, having come from them from the recruiting

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space. I do find it perplexing
how much money companies can spend on search

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when they would be better served to
find a way, I think sometimes to

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make the employees that they have want
to stay. And that might be through

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helping them discover and align their purpose
through the organization, or it might be,

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you know, just better leadership and
management. But I've really been amazed.

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I mean, really it's a real
pain point. But it sounds like

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you started to notice something similar.
Yeah, you know, and even before

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that, at least, I think
one of the first things that really drove

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Brian Moore and I'd come up with
what at the time was the first ever

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purpose based leadership recruiting model or first
purpose based recruiting model. What we really

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saw was, and I know this
maybe it sound a little brass, but

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we saw people that were flat out
lying in interviews, and then we saw

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companies and hiring managers, which I
kind of bucketed ourselves in that bucket as

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we were kind of setting people up
to light in interviews. I mean,

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we were basically posting jobs, people
were rewriting their resumes, we were using

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you know, computers, the keyword
match, and then we were basically taking,

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you know, the best matches,
and we were starting with those and

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so that drive that drove us kind
of crazy that we were that we were

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doing this. To me, it
wasn't so much that I was blaming the

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interviewees that they were lying. I
looked at it like, hey, we're

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stewards of the interview process and we're
setting up a process that doesn't work in

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bating people in to lie on interviews. So, even backing up a little

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bit further, I think that's the
thing that drove us crazy. So the

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first thing we did when we started
Wi Scouts, and this is still what

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we do today, is we don't
believe in posting jobs. And it's not

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that we think that people that do
they're bad people that hire us, they

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just don't hire us to post their
jobs. And we'll get into too why

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that is, but the main reason
is we like authenticity and we believe the

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best way to get authenticity is to
ask somebody and interview somebody before they know

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the specifics about the job and the
role. So the first kind of tenet

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of starting White Scouts, and the
first thing that we toyed around with in

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reinventing the hiring process was not posting
jobs and doing going through a covert discovery

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process, which I'm sure we'll talk
more about. But yeah, so sorry,

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I skipped that kind of in my
first answer, and I wanted to

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make sure to share that with you
and thank you for that teaser, Max,

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because you're right after we get into
the second segment. That's really what

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I want to focus that segment on
is just really how you distinguish your approach

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now at White Scouts. But before
we get into that, because that will

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be after the break, I want
to understand. I mean, you can't

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really turn anywhere today, Max,
I don't think without discovering the word purpose

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somewhere. I mean, I've seen
you know, purpose, purpose food,

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purpose breakfast, purpose tires. You
know, it's everywhere. So what do

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you think is going on in the
world that is so contributing to this whole

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purpose movement? You know? I
think I think everybody, uh you know,

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if you look at it kind of
worldwide or globally, I think everybody

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is so much more connected through technology
and just the globalization of business on so

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many levels. I think, uh, you know, people can now really

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associate themselves with you know, people
all over the world that are feeling the

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same things, going through the same
tragic events, you know. So I

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think that there's you know, there's
there's there's that where people are just able

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to really associate themselves, uh,
you know, on on a global level.

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And then we've always talked about when
we started White Scoutson and this is

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just kind of coming now to me, But when we started to talk about

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White Purpose matters, when we started
White Scouts and called twenty eleven twelve,

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we always said it was because of
three main things that we saw at the

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time. And we said the first
one was when night nine to eleven.

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So when I when nine to eleven
happened, I think everybody it took everybody

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back, at least in the US, but I think, you know,

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most of the world was paying attention
to nine eleven, but it you know,

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the funny part is is the younger
generations now, they are too young

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sometimes to remember where they were where
nine to eleven was. So that makes

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me feel really ill. But from
a you know, from when we look

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back, we looked at nine to
eleven is a big event where it really

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caught everybody, you know, off
guard, and it made them think,

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wow, anything this could end at
any moment, and we need to make

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the most of it, and we
need to make sure we maximize and really

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enjoy our time outside of work and
inside of work. And then I think

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the crash of two thousand and eight
was another big event that really helped people,

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uh, you know, especially especially
folks that were kids of parents who

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had basically worked their entire lives.
And I don't want to exaggerate too much,

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but a lot of them worked watch
their parents miserable in a job,

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working you know, eight to five
or more hours, and then they saved

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up all their money, and then
that one single day they lost a good

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portion of their savings or their life
savings. And then the last piece that

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kind of covers and circles back to
your question is technology in the internet.

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I think, you know, those
three combined, and really in that time

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when we started White Scouts, we
started to identify that those three things were

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really driving people to really yearn for
purpose more than ever. That was so

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crisp, and I completely agree with
this assessment. I've done enough research,

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including the stuff that are in Hearst
puts out, which I think is brilliant,

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and I've come to a very similar
conclusions, but that was extremely Chris

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for our listeners. And on that
note, Max, let's grab our first

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break. I'm your host, Elisa
Cortez. We've were on the air with

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Max Hanson, who is the CEO
and co founder of White Scouts, the

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first ever purpose based executive search for
him. He's unched today from Phoenix,

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Arizona. We've been talking a bit
about how it was that he found him

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so thrust into the purpose movement.
After the break, Bruna talk about his

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model and what he sees people really
crave and want in the work lives today.

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Stay with us, We'll be right
back. Alise Cortez is a speaker

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and engagement and development catalyst. She
designs and delivers professional development, leadership and

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engagement workshops and can bring her expertise
to your organization. She will help ignite

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meaningful development within your workforce that will
increase employee engagement, performance and retention.

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To learn more or to invite a
last to speak to your organization, please

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00:16:47.639 --> 00:16:52.200
visit her at www dot Elise Cortez
dot com. She would welcome the opportunity

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to help get your employees working on
purpose. This is working on purpose with

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00:17:03.200 --> 00:17:10.200
Elise Cortez to reach our program today, send an email to Elise ali se

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00:17:10.599 --> 00:17:19.680
at Elise Cortez dot com. Now
back to working on purpose. Thanks for

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00:17:19.720 --> 00:17:22.880
staying with us, and welcome back
to working on purpose if you're just joining

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us. My guest is Max Hanson. He's the CEO and co founder of

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why Scouts. His desire to help
organizations with the root of their challenges in

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hiring, along with the lack of
meaning in his own work, pushed him

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to create his first ever purpose based
leadership search firm. In twenty fifteen,

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he sold all his interest in three
traditional recruiting companies to more aggressively pursue building

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Why Scouts and purpose Based Leadership Search. I'm your host, Elise Cortez.

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So Max, so much great information
coming from you, and I really think

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that you've got a unique vantage point
to the world of talent. And I

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once upon a time had a similar
kind of role when I was in recruiting,

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and that we get to drink deeply
at the wealth of people's innermost connection

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to go work when we when we're
in the recruiting role, and they let

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usten to every sacred place into our
into their lives. So I want to

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understand what is it that you think
you've learned from people about? What do

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they crave in work today? What
are they looking for? Well, you

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know, and kind of listening to
some of your stuff as well. I

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think you're gonna really relate to this. But I you know, I think

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people now more than ever, they
crave being part of something bigger than themselves

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at all levels. I mean,
I think we used to see that more,

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you know, in the leadership level
years ago, but I think it's

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in a good way become table stakes. I think we always have historically talked

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about uh, you know, when
we grew up. The question used to

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be, you know, what do
you what do you want to do when

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you grow up? And I think
the more appropriate question now is we've talked

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about this h since we started WI
Scouts, But the more appropriate question now

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is what do you want to be
a part of? And I think that

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resonates with people they really want to
uh you know, not only feel apart

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and feel welcome at home where they
where they work, feel included. And

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then they also I think, you
know, we see people when they're able

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to contribute towards you know, a
company's purpose or cause or you know,

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efficiencies or production in a way that
utilizes their strengths. I think, you

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know, those things are are very
important, and that's you know, kind

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of the we're still seeing that trend
so are gone or the days max when

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people used to say, well,
let's see what skills can I go out

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there and learn so I can make
the biggest paycheck? Or is that still

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out there? Oh? I don't
think it's completely gone. I think,

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you know, people people just look
at it a little bit different. I

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don't think they I believe that there
are some people that still you know,

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kind of work for a paycheck and
exchange time for my and in some cases,

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you know, that's that's the way
they'll they might remain. My hope

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is that they don't, that they
you know, wake up and they see

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that there's a better way and they
can actually enjoy themselves and not look at

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it as a kind of a meaningless
exchange. But I don't think it's completely

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gone. I think the what what
I what I have seen since we started

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why Scouts is we focus. When
we first started the company, we were

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really dead set on not specializing in
any industry because we didn't see any one

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industry uh, that was concentrated with
purpose and values driven companies, you know,

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and I think there's a lot of
research from Imperative that supports that.

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So, you know, we we
really uh stayed disciplined and didn't specialize,

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and I think that's changed. So
I think that's that that it's kind of

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more table stakes to provide a more
meaningful workplace, which is really nice to

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see. I think that's kind of
the we give credit to the purpose movement

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and everybody a part of it that
has really raised the bar for really all

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companies to you know, just to
provide a more meaningful workplace where they are

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developing, you know, all the
folks that are working for them, both

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personally and professionally. Very interesting observations. I have to agree with you absolutely

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on all that. It's always great
to hear somebody's perspective, though that's so

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deeply in the trench as you are, Max. And then the other side

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of that, the question that I
wanted to find out was you make mention.

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I forget where I saw this,
it was on your website or what,

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but you talk about your observation that
we today were so deeply entrenched in

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the techeological world and yet there seems
to be such an increasing demand for strong

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leaders and talent. And so what
I was wondering is if you've seen and

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maybe you just answered that in your
last statement, if there's any general coalescence

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around what companies are seeking in terms
of leadership, Is there something in particular

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perspect active away a lens. Yeah, you know, I actually think there

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is. I'll say, you know, for companies that have really returned the

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page, and I think that there's
a little variance from company to the company.

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And that variance is if the company
has adopted some sort of leadership model,

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like some way that they are developing
leaders that is unique to their company.

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And so we see that when we
do business with some of our clients

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that have really good cultures, like
they have their own I'll call it a

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leadership model. And then but we
have the way we look at all companies.

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Unless a company asks us specifically to
use a different leadership model, we

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use the White Scouts has developed a
leadership model with a neuroscientist about five years

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ago. And so where I think
all companies where they don't vary unless they

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have their own leadership models. I
believe and we believe that one of the

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we look at we look at the
White Scouts leadership model. It has three

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elevated behaviors of for exceptional leadership,
and three elevated behaviors that we see that

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are the same amongst companies or amongst
leaders is are they a relentless learner,

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how they've developed other people, and
how do they drive results? Almost like

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a three legged stool. And I
think I have seen very little variants when

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I look at all of companies.
When I look at leadership, what constitutes

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a good leader? Leaders that can
show proofpoints in those three areas generally can

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lead well in almost any business.
So it's kind of a two part answers.

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So companies that have developed beyond you
know, with their own leadership model,

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I do believe there's variants and companies
that haven't. We apply that leadership

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model and it seems to work amongst
all the companies who work with That's so

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yummy. I love that, Max. Love that something again that that our

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listeners can just immediately take away and
start to consider for their own companies have

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so great. Okay, I want
to talk about White Scouts right now.

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This is the this is where we
get to really talk about your unique approach

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to the marketplace. And let's start
with the name why Scouts. I love

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it, Max, It's so it's
so smart, it's so clever. So

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the letter why and then Scouts.
I'm going to make a big assumption,

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but before I do, tell us
how the name came up. Yeah,

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it's actually pretty interesting. Once Bran
and I realized what we were creating,

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we obviously wanted the name and the
branding to reflect, you know, what

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we're building as much as possible,
And obviously say, the letter why stands

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for you know what people ask themselves
when they really are trying to find their

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purpose and really figure out what it
is they were, you know, kind

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of put on earth to do,
And so it stands for for the you

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know, kind of world why.
And then if you look at the letter

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why, it's a fork in the
road, and we believe that at least

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historically. I think maybe it's more
normal now, but there was a point

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in time, and there's probably a
point in time for a lot of people

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were they have to make a decision
on which way they're going to go,

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are they're going to go down and
kind of follow the direction that you know,

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they had been going just because that's
what they've done. Are they going

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to take the you know, they're
going to take the turn to something that

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you know has been that's driving them, or they have more purpose and meaning

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for and then you know, the
words scouts. It was interesting. We

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actually took we took our ten where
we believe our biggest competitor back then and

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that's probably changed a little bit,
but we took their websites. We made

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a word cloud out of their websites, and the words scouts was not in

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any of their websites anywhere. And
I'm kind of a sports guy and I

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think most people can relate to what
a scout does in sports. So we

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really liked, uh, you know
why in the different various meetings for why.

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The other thing is that you're familiar
with you know, X theory and

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Y theory. It's that was kind
of part of it as well. We

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thought that fit just perfect X theory
as people will only work for the exchange

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of money and pay, and then
why theory. Obviously people are looking for

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much more meeting in their work,
so it had various meetings. It made

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a lot of sense, and you
know, we've been kind of proud of

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the name, and it's uh,
you know, it's it's been good.

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You've we've enjoyed the name and meaning
and I appreciate you asking about it.

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Well, that was a far richer
response. I only got the why as

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in the y h y, the
why question part of it and the scout

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part. All the rest I didn't
get. I loved how you filled that

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in, Max, And there's so
much in a name, especially for what

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you're up to, and I love
how you've taken such thought to create a

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meaningful name that stands for what you're
up to. It's great. Oh,

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thank you. Yeah. Yeah,
Well, let's talk about another lofty thing

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about show that I already loved.
It's smacked right across the home page of

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your website, but it says that
you're out to connect ten million people to

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work that matters. I think that
is off the charts wonderful. I like

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it. So where did that come
from? Ten million people? It's a

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great question, and it was a
big step and a big transition. You

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know, since we started out doing
leadership search, you know, one can

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obviously assume that we're not going ever
get to ten million people, likely with

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just doing leadership search as a professional
service. So when we came up with

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that, it was probably three or
four years ago. That was really committing

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to just making as big impact as
possible and doing it in a way that's

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more than just professional services. So
what we do is we have a process

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that we continually prove out, we
continue to continue to evolve it, but

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we want to productize it. We
want to We're about to publish a book

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called Hiring on Purpose, so we
want to touch as many lives as we

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can. We want to share how
we do what we do, and really

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we're we have our our goal set
on ten million because we know the only

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way to get there is through products
and books and other ways to really educate

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people and teach them a better way
of hiring and aligning people on purpose.

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No, I am oh, I'm
going to screen this from the rooftops.

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Max, this is great. Happy
to share this anywhere I can. Well,

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I want to talk a little bit
about that. I know we can't

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really go into a whole lot of
detail just given the time constraints, but

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shared with us Max, your approach
to working with client companies who want to

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engage your services, How is the
way that you engage them today? Different

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than what you did before and the
more traditional contingent search. Yeah. Sure,

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Well we always talk about in this
will probably lend well to listeners,

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so I don't get into much detail
that will lose them. But we talk

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about our three uniques at wise Scouts
and the three uniques that we have.

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The first one is our role visioning
exercise, so we are able to take

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companies through a process. We're individuals
leaders, and then people throughout the organization

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they give us information that helps us
define clarity about the role, really define

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what success looks like in the role. And then there's a company DNA assessment

404
00:29:18.319 --> 00:29:22.440
which really helps us understand the purpose, the values and the culture of the

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organization. So right up front,
and this comes from you know, the

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00:29:26.079 --> 00:29:30.000
tens of thousands of roles that I
work before. When somebody hands you a

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00:29:30.079 --> 00:29:36.039
job description, most most of the
time that job description, it doesn't necessarily

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00:29:36.039 --> 00:29:37.799
mean it's accurate because you know,
and I'm sure you know this at least

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being in the recruiting world. Most
of the time job descriptions are written by

410
00:29:42.839 --> 00:29:48.200
one person in you know, possibly
HR by one person who's really copy and

411
00:29:48.240 --> 00:29:51.720
pasting a similar job from another company. And what tends to happen when you

412
00:29:51.759 --> 00:29:55.559
do that as you copy and paste
a bunch of extra things and you pass

413
00:29:55.559 --> 00:29:56.880
it around and you say, this
is this right, and then you just

414
00:29:56.920 --> 00:30:00.920
add stuff to it. So our
proces us really simplifies that, and really

415
00:30:02.599 --> 00:30:06.359
we always end up with three to
five success outcomes and no more and key

416
00:30:06.400 --> 00:30:11.599
responsibilities with those, and it's through
a collaborative We call it the multi stakeholder

417
00:30:11.680 --> 00:30:15.920
process. So that's kind of the
first differentiator. And then the second one

418
00:30:15.079 --> 00:30:22.559
is that covert search process that I
referred to before. Anytime we reach out

419
00:30:22.119 --> 00:30:29.680
to a potential leader, we don't
ever disclose who the company we're working for,

420
00:30:29.880 --> 00:30:33.319
what the role is. We just
let them know we're retaining exclusive obviously,

421
00:30:33.319 --> 00:30:36.000
we don't have any job postings out, you know, out on the

422
00:30:36.000 --> 00:30:38.799
internet, and we let them know
that the company we're working on the behalf

423
00:30:38.839 --> 00:30:45.599
of care so much about the complete
alignment of purpose, values, culture,

424
00:30:45.680 --> 00:30:48.440
and professional competencies that they want to
take. They want us to take them

425
00:30:48.480 --> 00:30:52.720
through a discovery process similarly to the
one that we took them through, and

426
00:30:52.759 --> 00:30:56.680
then we asked the candidate, are
you good with that? And it's absolutely

427
00:30:56.720 --> 00:31:07.079
amazing how people are really pleasantly surprised
that we really care about them first before

428
00:31:07.079 --> 00:31:11.759
we start getting into the professional competencies
piece. And then the last piece is

429
00:31:11.799 --> 00:31:17.160
that that leadership model. We're really
the whole time we're talking to candidates,

430
00:31:17.160 --> 00:31:19.759
and sometimes we sneak some questions in
on the on the front end before they

431
00:31:19.799 --> 00:31:23.279
know who the company in the role
is, but we're really looking to see

432
00:31:23.519 --> 00:31:29.279
how they've set themselves up as a
relentless learner, where their proofpoints are,

433
00:31:29.680 --> 00:31:33.119
how they've developed other people, and
how they've driven results. So I'd say

434
00:31:33.960 --> 00:31:37.640
that combination of those three really kind
of set us apart and differentiate what we

435
00:31:37.720 --> 00:31:41.079
do in the marketplace. Hold launch
to sect, Max, are you telling

436
00:31:41.119 --> 00:31:45.680
me that you're you do not let
yourself get into a situation with your clients

437
00:31:45.680 --> 00:31:49.440
when they take their requisition and you
ask them about all these things and what

438
00:31:49.480 --> 00:31:53.079
they're looking for and then they reply
back, I'll know it when I see

439
00:31:53.079 --> 00:31:56.119
it, Max, just send me
candidates. Yeah, no, we don't

440
00:31:56.240 --> 00:32:00.920
yet. It's amazing, And you
know it's the the most amazing. What

441
00:32:00.039 --> 00:32:02.480
I'm most proud of, and I
think everybody I shouldn't say me, but

442
00:32:02.519 --> 00:32:08.519
our entire team's most proud of is
when our clients tell us what the candidates

443
00:32:08.559 --> 00:32:10.880
they end up hiring, or even
the ones that they don't end up hiring,

444
00:32:12.160 --> 00:32:14.559
we always ask, you know,
what did they think, and they

445
00:32:14.920 --> 00:32:19.720
they just give us accodes that we've
never been approached like that, and that

446
00:32:19.880 --> 00:32:23.519
was the best feeling. Because most
people are just thrown job descriptions and just

447
00:32:23.559 --> 00:32:27.039
saying hey, or you enter,
you out, you know, we call

448
00:32:27.079 --> 00:32:29.440
and actually ask, you know,
what do you most care about and tell

449
00:32:29.480 --> 00:32:32.160
them that we want to take them
through a discovery process before we spend time

450
00:32:32.279 --> 00:32:36.880
talking about the specifics of the job. So we spend thirty minutes on the

451
00:32:36.880 --> 00:32:39.119
front and just getting to know them
and really asking the open ended questions and

452
00:32:39.200 --> 00:32:45.319
letting them really dictate what they want
to talk about, what work they really

453
00:32:45.079 --> 00:32:47.960
they're good at, what work they
like to do, what work they don't

454
00:32:47.960 --> 00:32:52.680
like to do. So it's pretty
amazing. It's when we first started,

455
00:32:52.720 --> 00:32:55.440
it was a little awkward. People
didn't know what to do. They didn't

456
00:32:58.000 --> 00:33:01.119
they were a little shocked by it. Now people respond really really well,

457
00:33:01.200 --> 00:33:06.440
especially very talented people that get hit
by recruiters all the time. When they're

458
00:33:06.480 --> 00:33:10.160
hit with this different, differentiated approach, they really they really enjoy it,

459
00:33:10.200 --> 00:33:15.720
and they really they really get sucked
in through it. I really get how

460
00:33:15.880 --> 00:33:19.279
that would then stop the whole process
of just speaking to him and Cannada's just

461
00:33:19.279 --> 00:33:22.279
speak to whatever their requisition says they
have to do, and more to where's

462
00:33:22.319 --> 00:33:25.400
their heartworks or soul. I so
get that, Max, It's brilliant.

463
00:33:27.160 --> 00:33:30.400
Yeah. Yeah. We once had
a gentleman, just kind of remembering this

464
00:33:30.559 --> 00:33:35.160
off the top of our head,
but we were working on a role for

465
00:33:35.240 --> 00:33:38.799
a very high end drug treatment center. It was a CEO role, if

466
00:33:38.839 --> 00:33:43.960
I remember right. And so during
the covert process, we asked one of

467
00:33:44.000 --> 00:33:47.359
the questions. There's there's a we
have a whole discovery library of questions,

468
00:33:49.160 --> 00:33:52.039
and we asked the you know,
if you could do anything. One of

469
00:33:52.079 --> 00:33:55.640
the questions was if you could do
anything regardless of the pay, or if

470
00:33:55.640 --> 00:33:59.240
you could do anything and make the
same pay that you're making now, but

471
00:33:59.279 --> 00:34:01.480
do anything, what would you do? And this gentleman, as we were

472
00:34:01.519 --> 00:34:06.440
working for this drug treatment center,
said he would love to run a drug

473
00:34:06.480 --> 00:34:12.760
treatment center because his brother got addicted
to drugs after a baseball injury, and

474
00:34:12.760 --> 00:34:16.199
and basically, you know, he
lost his brother to drug addiction and so

475
00:34:16.360 --> 00:34:20.199
I was part of I was training
a person during this. This was years

476
00:34:20.199 --> 00:34:22.559
ago, and I was My eyes
were just wide open. It couldn't believe

477
00:34:22.679 --> 00:34:27.960
that, you know, it was
that direct of a hit on what his

478
00:34:28.360 --> 00:34:30.599
kind of true purpose in life is. So so that's a you know,

479
00:34:30.599 --> 00:34:35.119
it's a fun story to tell.
Oh, I'm usually things don't align that

480
00:34:35.199 --> 00:34:37.239
perfect, but it really gives you
a flavor of what it's all about.

481
00:34:38.000 --> 00:34:43.840
Talk about meaningful connection, something we
all crave. And with that, Max,

482
00:34:43.920 --> 00:34:46.000
let's take our last short break.
I'm Elise Cortez, your host Women

483
00:34:46.079 --> 00:34:49.599
in the Air with Max Hanson,
who is the CEO and co founder of

484
00:34:49.639 --> 00:34:52.760
White Scouts, the first ever purpose
based executive search firm. He joined today

485
00:34:52.800 --> 00:34:57.000
from Phoenix, Arizona. We've been
talking a bit about how he works with

486
00:34:57.039 --> 00:35:00.519
clients and the unique things he's been
seeing in a marketplace in leadership. After

487
00:35:00.599 --> 00:35:02.199
the week, we're going to talk
about the future of the workforce. Stay

488
00:35:02.199 --> 00:35:27.119
with us, we'll be right back. Alise Cortez is a speaker and engagement

489
00:35:27.119 --> 00:35:32.119
and development catalyst. She designs and
delivers professional development, leadership and engagement workshops

490
00:35:32.199 --> 00:35:37.960
and can bring her expertise to your
organization. She will help ignite meaningful development

491
00:35:37.000 --> 00:35:43.119
within your workforce that will increase employee
engagement, performance and retention. To learn

492
00:35:43.119 --> 00:35:46.000
more or to invite Elise to speak
to your organization, please visit her at

493
00:35:46.119 --> 00:35:52.519
www dot Elise Cortez dot com.
She would welcome the opportunity to help get

494
00:35:52.559 --> 00:36:02.920
your employees working on purpose. This
is working on Purpose with Elise Cortez.

495
00:36:04.400 --> 00:36:08.920
To reach our program today, send
an email to Elise ali Se at Elise

496
00:36:09.000 --> 00:36:27.000
Cortez dot com. Now back to
working on purpose. Thanks for staying with

497
00:36:27.079 --> 00:36:29.920
us, and welcome back to working
on purpose. If you're just tuning in.

498
00:36:29.960 --> 00:36:31.760
My guest is Max Hanson. He's
the CEO and co founder of why

499
00:36:31.840 --> 00:36:36.840
Scouts. His desire to help organizations
with the rid of their problems in hiring,

500
00:36:37.079 --> 00:36:38.519
along with the lack of meaning in
his own work, push him to

501
00:36:38.639 --> 00:36:44.119
create this first ever purpose based leadership
search firm, and in twenty fifteen he

502
00:36:44.199 --> 00:36:47.199
sold all his interest in three traditional
recruiting companies to more aggressively pursue building Why

503
00:36:47.280 --> 00:36:52.119
Scouts and purpose based leadership search.
I'm your host, Elise Cortez, so

504
00:36:52.199 --> 00:36:55.000
Max, for this last segment here, I really thought it would be interesting

505
00:36:55.079 --> 00:36:59.719
to pick your brain on the future
of the workforce. Again, you're in

506
00:36:59.719 --> 00:37:02.280
a very unique vantage point having been
in a space for more than a couple

507
00:37:02.280 --> 00:37:07.599
of decades, and I think you
your your your strategic thinker. So where

508
00:37:07.639 --> 00:37:10.719
do you think the world of work
is headed? What will companies need to

509
00:37:10.719 --> 00:37:15.320
do to find and retain that core
talent? You know, I think where

510
00:37:15.320 --> 00:37:22.000
the where things are headed? You
know, obviously our different jobs will change.

511
00:37:22.000 --> 00:37:25.119
I think there'll be new, uh, newly created jobs, I think

512
00:37:25.159 --> 00:37:30.360
for companies. And this is kind
of why our model is the way it

513
00:37:30.440 --> 00:37:34.199
is with that role visioning, uh, you know kind of exercise on the

514
00:37:34.199 --> 00:37:37.760
front end is I think companies are
going to have to, uh, they're

515
00:37:37.800 --> 00:37:40.400
going to have to know how to
define those new roles. They're going to

516
00:37:40.480 --> 00:37:45.679
have to know how to define roles
that don't even exist right now in order

517
00:37:45.719 --> 00:37:51.119
to take take advantage of opportunities that
don't exist currently in the marketplace. So,

518
00:37:52.199 --> 00:37:55.199
and I read a lot about you
know, you know, technology and

519
00:37:57.119 --> 00:38:00.559
automation taken over you know job.
Do I think that will happen? Yes,

520
00:38:00.599 --> 00:38:04.239
I think that will happen. I
think it's been happening. I think

521
00:38:05.239 --> 00:38:10.880
the companies that adapt best to it
are going to win and so so I

522
00:38:12.320 --> 00:38:16.400
pay a close attention to it fascinates
me. You know, we see a

523
00:38:16.400 --> 00:38:22.199
lot of new titles, uh you
know, I mean now from chief innovation

524
00:38:22.280 --> 00:38:27.320
officers to you know, more forward
thinking uh, you know titles. But

525
00:38:27.960 --> 00:38:31.079
I think I think what people have
to from our advantage point is companys just

526
00:38:31.199 --> 00:38:35.639
have to know how to define those
roles and keep going with the paunches and

527
00:38:35.760 --> 00:38:39.599
adapt. Okay, so that means
we can't go on autopilot anymore, which

528
00:38:39.639 --> 00:38:44.320
is what I do see a lot
of companies doing in their hiring practice.

529
00:38:44.440 --> 00:38:50.079
That's exactly right. I would say
that would be the opposite direction to go.

530
00:38:50.159 --> 00:38:53.199
If there's one thing that fascinates me. As you know, all this

531
00:38:53.320 --> 00:38:58.320
new technology comes out and AI and
all these new things that you know,

532
00:38:58.360 --> 00:39:02.320
people talk about taking over hiring,
the one thing I still see. I

533
00:39:02.360 --> 00:39:07.639
haven't seen any change. I still
see then, aid to make sure you

534
00:39:07.719 --> 00:39:13.280
hire the best leaders. I actually
see that the demand to hire the best

535
00:39:13.360 --> 00:39:19.280
leaders increasing and not decreasing. So
I think we're safe for a while here.

536
00:39:20.039 --> 00:39:22.119
That's that's great, that's so great. Well, and to that end,

537
00:39:22.199 --> 00:39:24.920
I next thing I wanted to talk
about was this whole notion of the

538
00:39:25.280 --> 00:39:30.000
more mature or experienced person in the
workplace, Max. I mean, I

539
00:39:30.039 --> 00:39:34.639
know, just in my own immediate
network, many many people who are gosh,

540
00:39:34.639 --> 00:39:38.159
probably maybe past the mid fifties,
and when they maybe they've been pushed

541
00:39:38.159 --> 00:39:43.840
out of an organization and it might
take months or longer a year plus to

542
00:39:44.400 --> 00:39:47.239
land another role. And so I
don't know if that's just the company I

543
00:39:47.320 --> 00:39:52.320
keep, Max, And from what
I can read out there and the literature,

544
00:39:52.320 --> 00:39:54.719
it seems like there is more of
this thing where these the older folks,

545
00:39:55.079 --> 00:40:00.280
the more senior folks are getting squeezed
out of the marketplace. You have

546
00:40:00.320 --> 00:40:02.719
a perspective on that, Roney Dad, on that, Yeah, you know,

547
00:40:02.760 --> 00:40:07.559
I do. We actually just wrote
an article on ages and Tasha and

548
00:40:07.559 --> 00:40:10.239
my office did a really nice job
on it. She actually is fifty one

549
00:40:10.280 --> 00:40:15.400
herself, and so she had a
lot of uh you know, just a

550
00:40:15.440 --> 00:40:20.920
lot of fire behind the article.
But I'm a really I'm a really tough

551
00:40:20.960 --> 00:40:24.400
one to talk about it with.
You know. I think if I remember

552
00:40:24.480 --> 00:40:30.960
rights, maybe it's eighteen point eight
percent of people over sixty five are still

553
00:40:30.960 --> 00:40:32.880
working today, versus I think it
was twelve and a half or a little

554
00:40:32.920 --> 00:40:37.079
over twelve and a half in the
year two thousand, So clearly we're living

555
00:40:37.119 --> 00:40:43.000
longer, which is resulting in us, you know, having a older work

556
00:40:43.559 --> 00:40:46.440
workforce. But you know, for
me, I really, I know it's

557
00:40:46.440 --> 00:40:52.320
gonna sound really funny. I really
love older folks in the workplace. I

558
00:40:52.360 --> 00:40:55.840
love the uh, I love the
diversity that they bring. You know,

559
00:40:55.880 --> 00:41:00.559
I know what the challenges what people
say the challenges are that you know,

560
00:41:00.559 --> 00:41:05.920
there's there's companies. I think people, you know, they talk about Google

561
00:41:06.519 --> 00:41:13.239
really discriminating and hiring younger folks.
I kind of tend to think that it's

562
00:41:13.320 --> 00:41:15.679
kind of perspective and it's kind of
sometimes uh, you know, it's kind

563
00:41:15.679 --> 00:41:19.599
of something that kind of comes to
them because they think of it that way.

564
00:41:19.679 --> 00:41:24.440
I think we just have to continue
to develop and update ourselves as much

565
00:41:24.440 --> 00:41:30.400
as possible and you know, provide
ourselves, make ourselves efficient in the workforce.

566
00:41:30.480 --> 00:41:32.840
And I think there's advantages to being
older, and I think older folks

567
00:41:32.920 --> 00:41:38.880
really have to just be aggressive about
being forward about those advantages of, you

568
00:41:38.920 --> 00:41:43.760
know, of being older. I
think Tasha and the article sheet jokes around

569
00:41:43.800 --> 00:41:45.639
that, you know, nobody nobody
gets tired right out of school to be

570
00:41:45.679 --> 00:41:50.800
a CEO. It's always going to
be somebody that has the experience under their

571
00:41:50.840 --> 00:41:53.880
belt. So yes, I think
it's happening. But I think I think

572
00:41:53.880 --> 00:42:00.039
it's I think it's uh, you
know something that old folks just have to

573
00:42:00.079 --> 00:42:07.280
continue to learn and overcome. Well, And to that end, you've already

574
00:42:07.480 --> 00:42:12.519
you already mentioned this thing about maybe
staying in the workforce longer. I remember

575
00:42:12.519 --> 00:42:14.920
a few years ago, Max,
I was sitting in a leadership workshop,

576
00:42:14.960 --> 00:42:19.119
myself on the receiving end versus giving
it, and the woman that was speaking

577
00:42:19.159 --> 00:42:22.400
was a futurist, and she said, if you in the room, and

578
00:42:22.400 --> 00:42:25.239
there were most of us were women, are fifty years old and in pretty

579
00:42:25.239 --> 00:42:28.840
good shape, there's a pretty good
chance you'll make it too close to your

580
00:42:28.920 --> 00:42:31.039
hundred years of age. And immediately
had two thoughts, Great, I've got

581
00:42:31.039 --> 00:42:36.719
more time to go after my goals
fantastic and work longer and make my contribution.

582
00:42:37.199 --> 00:42:38.920
And two, oh my gosh,
I better take better care of this

583
00:42:39.039 --> 00:42:44.199
carcass that's going to get me there. Oh no. But but there is

584
00:42:44.239 --> 00:42:47.599
this notion of staying longer in the
workforce just because we'll need more money for

585
00:42:47.800 --> 00:42:51.320
the longer years that we're sticking around, which I think is great. I

586
00:42:51.320 --> 00:42:54.119
mean tomorrow, if I'll just tell
you, I'll be fifty four, and

587
00:42:54.199 --> 00:42:59.880
so i'd love to hear what your
what your thoughts are about what people can

588
00:43:00.079 --> 00:43:04.960
you to continue meaningful work longer in
the work in the workforce. Yeah.

589
00:43:05.079 --> 00:43:08.480
Sure, I actually turned forty four
on Thursday, So happy birthday. Don't

590
00:43:08.480 --> 00:43:12.159
make me think happy birthday too,
I'll do it. No, And likewise,

591
00:43:12.239 --> 00:43:15.400
happy birthday. You know what people
have to do. I think they

592
00:43:15.440 --> 00:43:21.280
just have to keep reinventing themselves.
I think, you know, keep keep

593
00:43:21.400 --> 00:43:25.039
learning. Uh you don't have that
that mentality which I know just kind of

594
00:43:25.079 --> 00:43:30.239
reading up on you and meeting you. Just being a relentless learner, just

595
00:43:30.320 --> 00:43:36.800
continuing to do things you know that
you can, that that interests you and

596
00:43:37.440 --> 00:43:40.199
give you energy. And I think, you know, most folks, at

597
00:43:40.280 --> 00:43:44.679
least the ones that I kind of
a see complaining about not being able to

598
00:43:44.679 --> 00:43:47.199
find work because they're too old,
I kind of also hear of them just

599
00:43:47.400 --> 00:43:52.599
with very low energy and not very
excited about, you know, what they're

600
00:43:52.599 --> 00:43:55.800
doing. And I'm not saying that
as an overarching comment, but I think

601
00:43:55.840 --> 00:44:01.440
just reinventing yourself and in continuing to
learn doing things you've never done before,

602
00:44:02.119 --> 00:44:06.280
meeting people that you've never met before, because that's another thing I think when

603
00:44:06.280 --> 00:44:09.519
people start to age, their network
starts to get smaller. So continuing to

604
00:44:10.800 --> 00:44:15.320
networking, I think for me personally, and I know this isn't necessarily about

605
00:44:15.320 --> 00:44:20.039
me, I'm committed to hiring people
that are a little bit older, but

606
00:44:20.119 --> 00:44:23.599
I really like them. I think
that there's characteristics that they have that that

607
00:44:23.679 --> 00:44:28.519
some of our young folks don't have, and I think it brings diversity.

608
00:44:28.559 --> 00:44:32.039
And I think we can all agree
that diversity is really good, and I

609
00:44:32.079 --> 00:44:37.480
think you you really can do some
amazing things with diversity. And you know,

610
00:44:37.519 --> 00:44:43.000
I look at age is one of
those diversity factors that I think you

611
00:44:43.119 --> 00:44:50.119
have to have in the workplace to
really continue to thrive. Well, that

612
00:44:50.280 --> 00:44:54.039
was That's both inspirational and encouraging for
for anybody who's listening. And I can

613
00:44:54.039 --> 00:44:58.920
tell you to your point about learning
this. The reason I keep doing this

614
00:44:58.960 --> 00:45:01.880
show, Max is every every single
week I'm engaged with a conversation that keeps

615
00:45:01.920 --> 00:45:07.280
me growing, learning, curious,
and meeting new people. To both of

616
00:45:07.360 --> 00:45:09.639
your points, so I appreciate very
much what you said there. That's and

617
00:45:09.679 --> 00:45:13.519
that helps inform how I do my
consulting, how I do my speaking,

618
00:45:13.519 --> 00:45:16.880
how I create and give out my
programs. It's it's there. So that's

619
00:45:16.960 --> 00:45:21.679
encouraging. Thank you for that,
Max, are you alcome? And finally,

620
00:45:21.760 --> 00:45:22.840
the next thing I want you to
want you to speak to if you

621
00:45:22.840 --> 00:45:25.480
can. And I don't know just
how many, how many if we've got

622
00:45:25.559 --> 00:45:30.159
four or five generations in the workforce
now, but is there a difference in

623
00:45:30.199 --> 00:45:35.199
what these generations find meaningful in their
work? You know, I don't know

624
00:45:35.239 --> 00:45:39.199
if there's a difference in what they
find meaningful. But the best kind of

625
00:45:39.239 --> 00:45:45.039
analogy or that somebody told me,
or example that they gave me as they

626
00:45:45.239 --> 00:45:50.000
raise their hand and they raise their
pinky finger and their points per finger,

627
00:45:50.039 --> 00:45:52.599
and they kind of looked at those
four generations and I said, here's the

628
00:45:52.639 --> 00:45:55.360
baby Boomers, which would be kind
of your pointer finger, and then here's

629
00:45:55.400 --> 00:46:00.760
the Millennials and maybe gen Z where
your pinky is. And I think the

630
00:46:00.480 --> 00:46:04.840
key is, you know, kind
of bridging that gap and getting them to

631
00:46:04.840 --> 00:46:08.239
teach each other because I think,
you know, by nature, you know,

632
00:46:08.519 --> 00:46:14.480
the baby Boomers are more of a
knowledge based you know, in general,

633
00:46:14.800 --> 00:46:19.119
they're more knowledge based, and baby
Boomers are in. Younger folks are

634
00:46:19.320 --> 00:46:23.119
excuse me, millennials and gen z
they're they're better learners. So if you

635
00:46:23.159 --> 00:46:27.239
can just kind of bridge them to, you know, teach one another.

636
00:46:28.480 --> 00:46:32.000
You know, for the folks that
have a lot of good knowledge that you

637
00:46:32.039 --> 00:46:37.000
know, they've they've gained over the
years, to really teach the younger folks,

638
00:46:37.039 --> 00:46:42.079
which usually the younger folks that have
better ways to learn, and they

639
00:46:42.239 --> 00:46:45.159
learn a little bit quicker because they've
they've had kind of the Internet at their

640
00:46:45.159 --> 00:46:47.639
finger tests for a little bit longer. But just just making sure that they

641
00:46:49.199 --> 00:46:52.280
learn to collaborate, and I think
that the generations will take care of themselves.

642
00:46:53.679 --> 00:46:57.519
You're reminding me. A couple of
years ago, I did a show

643
00:46:57.679 --> 00:47:00.519
on reverse mentoring, and it was
a very much that idea. It was

644
00:47:00.559 --> 00:47:04.920
the younger folks come in and teach
the older folks how to use technology,

645
00:47:05.199 --> 00:47:07.880
and some of the more seasoned folks
talk to the young people about learning how

646
00:47:08.639 --> 00:47:13.199
politics work, how does culture work, how does leadership work, how does

647
00:47:13.199 --> 00:47:16.920
strategy work? How do relationships get
developed? It's beautiful. It makes so

648
00:47:16.960 --> 00:47:22.480
much sense to me. Absolutely.
I love that too. We're down to

649
00:47:22.519 --> 00:47:24.400
the end of it already. Max. It just evaporates the time, doesn't

650
00:47:24.440 --> 00:47:28.639
it. So I like to give
my guests the last word. And so

651
00:47:28.679 --> 00:47:31.000
you know, this show is listening
to globally, and it's really designed to

652
00:47:31.000 --> 00:47:36.519
help people more meaningfully and productively connect
with their work and find purpose in meaning

653
00:47:36.519 --> 00:47:39.760
it. What would you like to
leave the listeners with today, Well,

654
00:47:39.760 --> 00:47:45.039
there's so much to say, but
I'll kind of keep it somewhat concise.

655
00:47:45.360 --> 00:47:49.239
I think you know, I'll keep
it. I'll keep the common as it

656
00:47:49.280 --> 00:47:53.480
relates to hiring. I mean this
is it might surprise some listeners coming from

657
00:47:53.480 --> 00:48:00.760
somebody that you know runs a search
firm, but in all the work that

658
00:48:00.800 --> 00:48:05.960
we do, what I would like
to remind everybody is hiring is super hard

659
00:48:05.960 --> 00:48:09.159
and it's a muscle that everyone needs
to continually develop. And I think it's

660
00:48:09.239 --> 00:48:14.360
very much it's very much like developing
yourself as a leader. And I think

661
00:48:14.440 --> 00:48:16.719
if it's not the most important,
it's definitely one of the most important things.

662
00:48:16.760 --> 00:48:22.840
But what you can do is just
continue to develop that your hiring process

663
00:48:22.880 --> 00:48:29.360
and develop yourself as a you know, as a forward thinking and trying thinker

664
00:48:29.360 --> 00:48:34.519
and trying new ways and hiring.
I see far too many leaders trying to

665
00:48:34.559 --> 00:48:37.079
outsource their hiring and get it off
their plate, and I think that's the

666
00:48:37.079 --> 00:48:42.360
opposite direction to go. So if
you do outsource it, just make sure

667
00:48:42.400 --> 00:48:46.000
that whoever you outsource it is also
providing you the insight to learn how to

668
00:48:46.079 --> 00:48:50.079
hire better on your own, because
I think at the end of the day,

669
00:48:50.440 --> 00:48:53.199
you have to make that hiring decision, and you have to be well

670
00:48:53.360 --> 00:48:57.599
versed or at least confident enough to
make the right decision when it comes to

671
00:48:57.679 --> 00:49:00.400
hiring your leaders. In particular,
A great way to finish the show,

672
00:49:00.400 --> 00:49:04.039
Max, and thank you again for
taking time out to talk with us.

673
00:49:04.039 --> 00:49:07.559
It's been really terrific to have you
on the show and sharing all of those

674
00:49:07.639 --> 00:49:09.639
years of expertise and just how you
got into the purpose space. So thank

675
00:49:09.679 --> 00:49:13.800
you for coming in and sharing your
heart and soul. Oh it's my pleasure.

676
00:49:13.800 --> 00:49:15.840
Thanks a lot for having of it. You're welcome. If you want

677
00:49:15.840 --> 00:49:19.400
to learn more about Max Hans in
the work he and his team do what

678
00:49:19.480 --> 00:49:22.000
Why Scouts? I visit their websites. It's simply why scouts dot Com.

679
00:49:22.039 --> 00:49:27.480
So the letter Why Scouts dot Com
last week. If you missed the show

680
00:49:27.519 --> 00:49:30.000
live, you can always catch it
be recorded podcast. We were on the

681
00:49:30.360 --> 00:49:35.199
Paul Ratoff. He's certified management consultant
and president of Strategy Development Group. We

682
00:49:35.280 --> 00:49:37.440
talked about how he discovered the need
to address and develop purpose in the workplace

683
00:49:37.559 --> 00:49:42.719
some eighteen years ago, and also
his book Thriving in a New Stakeholder World

684
00:49:42.880 --> 00:49:45.480
Purposes the New competitive Advantage. He's
clearly passionate about the work that he does

685
00:49:45.519 --> 00:49:47.719
and you will see that and hear
it when you listen to his show.

686
00:49:49.440 --> 00:49:51.800
And then next week we'll be on
the air with Nick Craig. He's the

687
00:49:51.840 --> 00:49:55.119
founder and CEO of Core Leadership and
the author of Leading from Purpose, Clarity

688
00:49:55.119 --> 00:49:59.159
and the Confidence to Act when it
matters most. We'll be digging into his

689
00:49:59.159 --> 00:50:01.280
books, which you can take with
some gems to put intermediate practice. See

690
00:50:01.280 --> 00:50:04.280
you then, remember that work is
at least one third of our life,

691
00:50:04.320 --> 00:50:13.239
so let's work on purpose. We
hope you've enjoyed this week's program. Be

692
00:50:13.400 --> 00:50:17.800
sure to tune in to Working on
Purpose featuring your host Alice Cortez each week

693
00:50:17.920 --> 00:50:23.559
on the Voice America Empowerment Channel.
This week, find your life's purpose at work